Dear Subscriber

Our newsletter this month is all about succeeding at an interview for a substantive post in the NHS. The trap that many candidates fall into is failing to answer the question in the right way. Have a look at the two questions below. How would you construct your answer, is it a ‘typical’ one? See how we have approached the same question and given a better, more positive answer.

If you are preparing for an interview, please visit our dedicated area on our website, for other tips and examples on answering tough interview questions.
 
 

'You are clearly an extremely good clinician, what else do you have to offer the organisation?'

Typical answer: (desperately searching for the right answer) I would be happy to do whatever is required. I see myself as a positive person who is willing to do things and volunteer to do whatever is necessary to help the organisation succeed.

Better Answer: (I must prove it with examples, and impress them with what I can do for them, especially by demonstrating my research and how my skills/attributes fit with what I have found out their needs are). I would be happy to do whatever is required. One area I would be keen to lead the Department in is in helping set up the new teaching programme for GPs in Bigtown that will be needed when the new outreach service starts, something that I know Mr Patel and Mr Aggarwal are interested in, and something I have discussed with Mark Jones at the PCT. Teaching GPs is something I have had a great opportunity to do at Midtown where I am currently working, and we have had feedback that this programme has brought the new Outreach service in Midtown forward by three months.
 
 

'How do you see the role of management?'

Typical answer: (oh no, management!) Management’s role is to support the service, finding funding and making sure we have the correct people and resources in place to offer an efficient service and meet our targets.

Better answer: (Use examples and impress them with research and what I can do for them) Management is the responsibility of all of us, medical and non-medical managers all working together. I have been very fortunate to have excellent meetings with Julie Sharma, the Department Business Manager, since I have been visiting Bigtown and preparing for this interview. Julie and I, together with Mr Smith and Mrs Shah, have developed a business case to explore the opportunities involved in opening the new drop-in centre for left-handed diabetics in the high street. At Supertown, where I was working as a fellow until last autumn, I was working as part of the management team that helped introduce the new day theatres for right handed diabetics who needed surgical interventions, and I learned a lot about working with cross functional teams, something I would be keen to further develop here at Bigtown.
 

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