The document provides guidance on interview skills, including how to behave during an interview, how to answer different types of questions, and questions to ask the interviewer. It discusses preparing for capability, commitment, and compatibility questions, which assess if a candidate can do the job, will do the job, and will fit in. The document advises maintaining politeness, asking for clarification, and choosing the best examples from one's background. It also suggests using "I" instead of "we" and asking insightful questions, but not ones the interviewer cannot answer. Overall, the document outlines best practices for presenting oneself positively during an interview.

1. Interview Skill
Presented by
Hameda Hurmat

2. Introduction
 Introduce the subject of the presentation.
 State how presentation will benefit audience.
 State presenter’s level of expertise in subject.
 Capability
 Commitment
 Competency based
 Related to your self-image
 Related to your application
 Success relies on demonstrating that you have the Capability,
Commitment, and Compatibility to perform the role effectively.
 The outcome of an interview is usually determined by how well you
have prepared.

3. Interview Behavior
 Only refer to things that you can talk about in detail
 Always use I rather than we when answering a question
 Ask for clarification if you are not clear what the
interviewer is asking
 If you are struggling to think of an answer, ask if you can
come back to it later
 If you disagree with something that interviewer says,
check your understanding first
 Never become confrontational – always remain polite
and courteous
 If an interviewer is inexperienced then help them out

4. Capability Questions
 Capability questions usually form about 50% of the
interview
 They include questions about strengths, weaknesses,
skills, and workload management
 Preparation is the key to choosing the best example in
each case

5. Commitment Questions
 Commitment questions are concerned with how much
you want to do the job and how much loyalty they can
expect from you
 There is an implicit conflict between loyalty and ambition
so your answers need to take account of this
 They also try to determine what your level of contribution
will be - in other words how hard you expect to work
 These questions tend to be more subtle than capability
questions

6. Compatibility Qustions
 Compatibility questions are concerned with
how well you would fit in with the current
team and other managers, as well as the
overall culture of the organization
 These questions can give you valuable
insight into the organizations real values,
rather than the ones that they publicize

7. Questions About your Self-
Image
 The three key questions from the interviewer's
perspective are: “Can you do the job?”, “will you do the
job?” and “ will you fit in?”
 Giving an answer that implies a ‘No’ to any of these
things will put you out of the running straightaway.
 Questions about your self-image give the interviewer an
idea of your level of emotional intelligence
 The ideal candidate is someone who is nether too
egotistical nor retiring

8. Question about your
Application
 These questions can indicate an
inconsistency between your application and
something that you have said.
 The interviewer may also be concerned about
something and is looking for reassurance.

9. Questions You Should Ask
 Don’t ask a question that you have already been given
the answer to
 Ask questions that show you understand: market,
organizational priorities, role-level priorities and statutory
issues
 Take a list of these in to the interview with you
 Don’t ask questions that the interviewer can’t answer

10. Questions You Should Ask
 Don’t ask a question that you have already been given
the answer to
 Ask questions that show you understand: market,
organizational priorities, role-level priorities and statutory
issues
 Take a list of these in to the interview with you
 Don’t ask questions that the interviewer can’t answer