Answers to tough interview questions

Before reading our answers to tough interview questions here are three important tips on what you can do to get your answers sounding great.

Tip 1. Never walk into any interview without preparing first.  Lots of research shows that candidates who prepare for interviews perform bettter than those who don't.

Tip 2. A good way to prepare is to ask yourself some classic interview questions (see our interview questions in the Employers Section) and then practise them aloud.  Keep on practising out aloud until you're happy with your answer.  Remember: practice makes perfect.

Tip 3.  When selecting questions to practice, don't just confine yourself to technical skills based questions.  It is a good idea to practise questions that involve your interpersonal skills, conflict resolution, time management and customer service skills.

Tip 4.  Avoid memorising other people’s answers.

Tip 5.  Remember that interviews are about more than just giving good answers; they’re also about building rapport and trust. And building rapport and trust is contingent upon more than simply words – body language and attitude are very important.

Tip 6. All interviewers want to know three things: 
* whether you can do the job; 
* how motivated or driven you are; and 
* whether you’ll fit into the existing workplace culture 

Tip 7. The vast majority of jobs have skills or duties that overlap. These include: 
· being a good team player; 
· planning and organising your work effectively; 
· good interpersonal communication skills; 
· ability to cope with change in the workplace; and 
· ability to provide effective customers service (including to internal customers). 

Awareness of these allows you to anticipate the nature of some of the questions you may be asked. 

Tip 8. Do not fall into despondency if you have a bad interview. Everyone has them, even good interviewees. The key is to learn from it and get ready for the next one. 

Tip 9. Often, interviewers are not experienced and can ask questions that are not well considered. Your job is to know how to handle the novice as well as the experienced interviewer. 

Tip 10. Believe in yourself. Now that you know what to do there’s no reason not to.

Good luck. 

Check out our answers to tough interview questions.  You will also find answers that should be avoided plus reasons why the answers are good and not so good.  Study the comments below carefully and you will a lot about what what makes a good answer and what does not.

Question: Why did you choose this job? 
Good answer Ever since I can remember, I’ve been interested in this line of work. What attracts me to it is the opportunities it gives me to interact with people, solve problems and work autonomously. I love the fact that one day I could be out on the road helping clients with their problems whereas the next day I can be in my office working with a team of people trying to solve a complex technical problem. I very much enjoy working in a service industry such as ours where I can satisfy clients. 

Not so good answer Actually I stumbled into it quite by accident. I always wanted to be an actor, but getting work was next to impossible. I suppose the reason I’m still in this line of work is because I’ve picked up all the skills and knowledge and know my way around the traps. I’ve been doing it for a while now and I suppose you could say I’m an old hand and know how to deliver the goods. 

Comments about the answers
The first answer responds to the question promptly and then proceeds to highlight the main duties of the job—interacting with people, problem-solving, etc.—as the reasons why the candidate chose the job. Just as importantly, we get a strong sense of the candidate’s high motivation levels and the desire to give good service. It also implies that the candidate enjoys working in a team and can do the job, thus addressing the three things employers want to hear. In the second answer we have to wait until the third sentence before the question is addressed—far too late. Despite the candidate’s experience, we get a strong sense of indifference towards the job. We’re left with the impression that it’s just a job, whereas the first answer is brimming with enthusiasm.

Question: What factors do you think determine a person’s progress in an organisation? 

Good answer In my view, there are three things that determine a person’s progress in an organisation. These are, first, an ability to do the job well, including a willingness to learn new things and adapt to changing circumstances; second, to be able to fit in with the culture of the organisation (i.e. be able to get on with colleagues); and third, to have high levels of drive and motivation. Certainly these are the three things that I insist upon for myself in the workplace. If at any time I feel I’m not at my very best in all three areas, I stop and ask myself what I can do to improve matters. I don’t think anyone can truly be happy in their work if all three areas are not being satisfied. So far they’ve held me in good stead. 

Not so good answer 
Keeping on the boss’s good side is probably the number one thing I can think of. It doesn’t matter how good you are—if you don’t get on with your boss, I think your days are numbered. Of course, it also helps to be good at your job, but being able to play the game—that is, navigating through the minefield of organisational politics—is I think more important. I realise this may sound somewhat cynical, but all of us know that to get to senior management one needs to know how to play the game. 

Comments A question such as this should immediately be recognised as an opportunity to highlight your strengths. The first answer talks directly about the three things all employers want to hear—ability to do the job, cultural fit and motivation (see Chapter 2)—and then goes a step further and states that all three are qualities that the candidate offers. The second answer is far too cynical and fails to emphasise the candidate’s strengths. There is little doubt that an ability to ‘play the game’ can have a bearing on a person’s progress, but to throw all your eggs into that basket is a fatal mistake. 


Question: Why would you like to work for our organisation?

Good answer Yours is the sort of company in which I could maximise my contribution. All my research has revealed that you are not only market leaders in service standards and product innovation but that you also have a great work culture. Everyone I’ve spoken to has talked about the high levels of support, training and recognition employees receive. You offer great career prospects, interesting work and family-friendly policies. Above all, I’ve always been very keen to work for a company that offers challenging and cutting-edge work. 

Not so good answer I know your organisation really looks after its people everybody I talked to wants to work here. You pay well and look after your employees. You’re a large company, which means that my prospects for career enhancement would be increased and hopefully I wouldn’t be doing the same kind of work all the time. I like the idea of getting rotated and learning new things. 

Comments 
The tone of the first answer is set in the opening sentence, where the candidate talks about wanting to contribute—which is the sort of thing that excites employers. The answer recognises all the good things about the company, but very importantly links these plusses to contribution on the part of the candidate. In other words, it’s not just about what the candidate can get from the company but also what the candidate wants to give back. The overriding problem with the second answer is that it’s all about what the candidate can get out of the company. No overt link is made between what the company offers and how these factors can increase the candidate’s contribution. 

Question: What do you want to be doing in your career five years from now?

Good answer 
I’d like to be doing what I’m doing now—that is, enjoying my work, working hard and contributing to the best of my abilities. Of course, I’d expect that in five years time my added experience would hold me in good stead for greater responsibilities, which is something I look forward to taking on when the time comes. The most important thing, however, is to be happy, productive and a valued member of the team. 

Not so good answer 
Basically, I’m ambitious and hard-working, so I expect to further my career considerably. My aim is to work hard and get as far as I can. I think I’d be looking at some sort of management position with greater responsibilities and of course greater rewards. 

Comments 
There’s nothing crushingly wrong with the second answer; in fact, it makes several good points—namely, it gets right to the point and promotes the candidate’s hard work and ambition to get ahead. The reason it is not as good as the first answer lies in its limited approach: the candidate’s primary goal is one of promotion only. The sub-text is that if there’s no opportunity for promotion, the candidate might leave. On the other hand, the first answer acknowledges the importance of hard work and promotion but very wisely goes on to say that getting promoted is not the only thing that matters. The first answer is less egocentric and more aware of the importance of making a contribution to the company.

Question: Describe your ideal job. 

Good answer 
This job that I’m applying for contains many, if not all, of the ingredients of my ideal job. It contains a lot of variety, is intellectually challenging, will allow me to work on my own as well as in a team environment (the best of both worlds), and will also allow me to offer creative solutions to clients. I’ve always thrived in challenging and results-driven environments and this job offers me all of that. 

Not so good answer 
My ideal job would be one in which I’d work hard but I wouldn’t be too stressed out all the time. It would have lots of variety and a good amount of challenges with plenty of opportunities for advancement. It would include great people to work with as well as a good boss.

Comments 
One of the reasons the first answer is so effective is that it links the candidate’s ideal job to the actual job in question. Telling an interviewer that the job you’re applying for is one you consider ideal makes a lot of sense. Note that all the main ingredients of the job—variety, challenge, working solo as well as in a team environment, and providing creative solutions to clients—would have come under step 1 in the four steps. Once again, the second answer is not a fatally flawed one. Its major mistake is mentioning stress. The instant you mention stress, the interviewer’s alarm bells will start ringing. They’ll want to know how much stress is too much and what things stress you out—not what you want to be talking about in an interview. 


Question: What motivates you at work?

Good answer There are lots of things that motivate me in the workplace, but three of my biggest motivators would have to be problem solving—especially highly technical problems that require specialised knowledge; learning new things and keeping up to date with all the changes in my field; and working in a cooperative team environment where we’re throwing ideas off each other and coming up with creative solutions. I love the camaraderie that goes with that. 

Not so good answer 
Probably my biggest motivator is having a fun job, one I really look forward to and excel in. There’s nothing worse than turning up to a job you don’t enjoy day in day out. Also, I love having great work hours. I don’t mind staying back occasionally and lending a hand, but I wouldn’t want to be doing that all the time. I also love working in the city because it’s easy to get to from where I live and it gives me easy access to great shops and restaurants. 

Comments 
The first answer would only be an effective one if the duties mentioned in it—solving highly technical problems, keeping up to date with the latest innovations and enjoying working creatively in a team were all part of the job description... the point is that an excellent strategy for answering the motivation question is to go to the main duties of the job and talk about those. 
The second answer begins well but fails to mention what constitutes a fun job. Thereafter it is a fatally flawed answer. Working hours and location of work may very well be motivating factors, but they should never be mentioned because they fail to demonstrate how you will add value to the job.

Question: What qualities do you think are important to be successful in this field? 

Good answer 
The qualities necessary to be successful in this field would include the skills and knowledge to actually do the job properly. I’m not just talking about all the technical skills, such as knowing how to operate the various software programs and a comprehensive knowledge of the relevant legislation and how to apply that legislation, but also an ability to get on with people, possess great communication skills and know how to plan and organise your work whilst working under considerable pressure. I also think high levels of motivation and drive are very important. These are all qualities that I possess and can bring to this position from day one.

Not so good answer The qualities necessary to be successful in this field would include a detailed understanding of all the various software programs required to complete operations. Not only does one require knowledge of how to operate the software but also how to fix things when they go wrong and something is always going wrong. The same can be said for the complex legal technicalities. As you well know, in our industry the devil is in the detail and a superficial understanding of the legislation can lead to a lot of trouble. As well as having a thorough understanding of all the programming requirements of this job, I also have a comprehensive knowledge of the legal subtleties.

Comments 
This type of question invites you to go directly to the main duties of the job you’re applying for and use those as your answer (it is the same strategy that’s used in answering the motivation question). The first answer does just that. It is superior to the second response because it covers more bases. As well as talking about the technical skills, it also talks about getting on with people, planning and organising, and good communication (the generic competencies). 
The second answer is not a bad one, but it falls into the common trap of only focusing on the technical side of the job.

Question: Tell us about a time you handled a difficult situation with a co-worker. 

Good answer 
Last year one of our colleagues was displaying a lot of aggressive behaviours, including dominating team meetings, belittling other people’s ideas and not cooperating. I approached the rest of my colleagues about him and soon realised everyone was feeling the same as I was. We decided not to take the matter to our manager until we had the opportunity to talk to him first. So we decided that at our next meeting we would raise these issues with him. I was chosen to initiate the discussion. At the meeting I avoided personalising the problem and I avoided using inflammatory language. I also adopted an upbeat and optimistic tone. The results were better than we anticipated. He thanked me for the delicate manner in which I raised the issues and also thanked us all for talking to him first before taking it further. After our meeting, his behaviours changed markedly for the better. 

Not so good answer 
There was one time when one of my colleagues was not pulling his weight, nor was he being at all cooperative with other members of our team. The manager failed to pick it up because some members of the team covered for his mistakes and he would always go out of his way to be extremely friendly when the manager was around. So one day when he was being uncooperative I pulled him aside and let him know what I thought about him. Ever since that day his behaviour towards me changed. He went out of his way to be friendly towards me and he made sure all the work that I needed was done properly. Unfortunately, his behaviour towards the other members of our team did not alter at all. The lesson I learned was that you have to stick up for yourself because no one else will. 

Comments 
The first answer demonstrates an ability to consult with colleagues, the capacity to solve a problem on your own rather than immediately escalating it to management, and an ability to communicate highly sensitive information in an appropriate manner. It also demonstrates a great outcome for everyone involved. The second answer is too narrow in its focus. It solved the problem only for that individual but fails to address the broader issue of team harmony and cooperation.

Question: Tell us about a time you had to meet a very tight deadline. 

Good answer When I was working for the Interplanetary Commission, I was required to meet multiple tight deadlines. I was able to consistently meet all my deadlines by adhering to sound planning and organising principles. These included planning my work well ahead so there were no surprises, ensuring that everyone in my team was well trained and well aware of their responsibilities, always having various contingency plans for when things went wrong, and never accepting more work than we could handle. The effectiveness of these practices was highlighted by the fact that my team never missed a deadline and was seen as the standard-bearer for performance within the organisation.

Not so good answer 
The way I meet tight deadlines is by making sure that I stay back and put in the hard yards. When something unexpected arises or we are experiencing a particularly busy period, I’m not one to shirk my responsibilities. If it means staying back to complete the work on time, I’ll do it. In my view there’s no substitute for hard work. 

Comments 
The first answer adheres to the classic components of the four steps. It starts off by providing a context (step 3), then follows up with examples of how deadlines are met (step 2) and finishes by stating positive outcomes (step 4). It gets right to the point, provides multiple examples of how to meet deadlines and states great organisational outcomes. The second answer is commendable because of the candidate’s willingness to work hard to get the job done, but it is too one-dimensional. Meeting deadlines requires more than just hard work. It also requires an ability to work smarter.

Question: What sort of manager would you like to work for?

Good answer 
I’d like to work for a manager who knows how to do his or her job properly as well as knowing how to lead staff. It’s important that managers know how to do their job well, otherwise they can lose credibility amongst their staff and a manager without credibility will soon lose the respect that is needed to be an effective leader. My ideal manager would understand and practise sound leadership principles such as consulting with staff, acknowledging people’s hard work, providing regular feedback and not intimidating or bullying people. My view is that a good manager is a firm but fair one and knows how to gain the commitment of staff. 

Not so good answer 
I think it’s important for a manager to have good people skills. The best manager I worked for was able to get on with her staff in the workplace as well as outside. She was a good friend to all and everyone knew they could turn to her in time of need. She never turned anyone away and always tried her best to look after us. More people turned up to her farewell dinner than to the general manager’s. 

Comments The second answer is too narrow. Good managers need to be more than just liked by their staff. They also need to be good at their jobs and firm with staff when and if the need arises. It’s possible that well liked managers may be operating inefficiently in order not to lose popularity amongst staff. The first answer is a more complete one. Not only does it acknowledge the importance of getting on with people, but it also acknowledges the importance of being firm when the need arises as well as having good work skills.

Question: Have you performed the best work you are capable of? 
Good answer 
Yes I have, and I’d like to think that I do it on an ongoing basis, not just on so-called important occasions. Performing the best work you are capable of, in my view, requires high levels of motivation and a willingness to work hard and learn from your mistakes. These are qualities that I bring to the workplace every day, and I believe the proof of this can be seen in the quality of my work and the praise I have received from former employers. My work on the Odysseus Project, where I exceeded all my targets and played an important role in bringing home the goods, is an example of my daily work rate and contribution. 

Not so good answer Yes I’ve managed to perform at my best on several occasions. I tend to be at my best when the pressure is on. If I know there’s a lot at stake I roll the sleeves up and really give it all that I’ve got. If that requires working late and on weekends then so be it, as long the job gets done. I love a challenge and enjoy delivering the goods under pressure. 

Comments 
The strength of the first answer is its argument that performing at one’s best is something the candidate does all the time rather than an occasional approach reserved for special circumstances. It also lists the qualities required for someone to perform at their best and then goes on to give a specific example. The second answer is commendable for the candidate’s willingness to roll the sleeves up when there’s a lot at stake; however, an employer would like that sort of dedication all the time.

Question: How do you deal with criticism? 
Good answer I view positive criticism as being the same as constructive feedback—something which is designed to improve my performance, which is important to me. If I’m criticised about an aspect of my work I try my best to locate the source of the problem and do my best to rectify it. Viewed in that light, criticism can be a great learning tool. On the other hand, I do not take kindly to criticism that is not constructive, where the main objective is to hurt or undermine the other person. In such cases I’m inclined to approach my critic in an open manner so we can work things out. I don’t think there’s a place for negative criticism in the workplace—it just undermines morale.

Not so good answer 
I don’t like people criticising my work. No one’s perfect and I never go around criticising other people’s work. Let he who is without fault cast the first stone. Of course, I expect my team leader to criticise my performance if I make a mistake, but I think it’s important that the criticism be delivered in the proper manner, with no belittling or bullying. I’ve seen too many people get crucified over minor mistakes which undermines their commitment to the organisation.

Comments 
The first answer’s strong suit lies in its ability to distinguish between constructive and negative criticism and its statement of how the candidate would respond to each of those. The second answer’s weakness lies in the candidate’s reluctance to be criticised by colleagues. Even though the part about belittling and bullying is good, one comes away thinking that the candidate may be a little too sensitive to criticism. The above answers have been written to give you an insight into what an effective interview might sound like and the reasons employers prefer to hear some answers rather than others. Used in conjunction with the information provided in previous chapters you will be able to construct your own original answers that will impress even the most hardened interviewers. Note however while there’s nothing wrong with copying key sentences and phrases from the good answers, they have not been designed for rote learning. The good answers are meant to provide guideline of what effective answers might sound like; they’re not meant to be entire answers to your interview questions. Your own answers will be better because they will stem from your hard-earned experience. 
Performing well at interviews is not as difficult as many people think. The key to success lies with correct preparation and practice. Knowing what to prepare and how to prepare, then giving yourself the opportunity to apply your newly acquired skills, is a tried and tested formula for success. Remember, great interviewees are not born with effective interview skills—they develop their skills by following this formula. Completing this book means your awareness of the realities of the interview process has increased significantly. It’s also highly likely that your interview skills have already improved. It is important to note, however, that the more you think about your answers and the more you practice them the better you will become. Great interview skills are not developed overnight; they improve with time and correct application.