Mike Jacobsen

Interview Question: Tell Me About A Project That Failed – Answer Tips

June 7, 2023 by Mike Jacobsen

Question forms part of

Civil Service Question Bank
The MOST Common Interview Questions

What the interviewer is looking for by asking this question

This is a very popular question for interviewers to ask so you should not be concerned that the interviewer is hinting that you will have to handle a lot of failing projects in this role. That said do ensure that you have a good answer primed and ready to go.

The interviewer is looking for a few things when asking this question:

Firstly how experienced are you working within project teams? Nearly everyone who has been around project for a decent length of time will have experienced a failing project. There is no helping it. Projects fail for reasons outside of anyone’s control every day.

Secondly the interviewer wants to see how you handle failure, either your own failure, the failure of others or the failure of life itself to provide you with what you need.

Finally the interviewer is looking to see if you learn from the failures of the past and can take actionable steps to prevent them in the future.

The best approach to answering this question

As with any situational or behaviors question the best approach to this answer is to use the B-STAR technique:

B – Belief – It’s hard to have any positive beliefs / thoughts about failing projects, after all failure is not really something you want to achieve. The best thing to say here is that you always try your best to avoid a project failing by undertaking a full risk analysis prior to project start. You should also mention how you feel it is best not to get attached to projects and know when it is wise to cut your losses and terminate the project.

S – Situation – The best scenarios to describe in a interview are ones that had you play the starring role. Make the responsibility of pulling the plug on the project fall squarely on your shoulders.

T – Task – If you are the project lead this is fairly straightforward. Your task, as it is with every project you lead, is to deliver the project to the best of your ability and to regularly assess your assumptions and business justification for the project.

A – Action – Talk about the steps you took to evaluate whether the project was still a good idea. What sort of analysis was required? Then talk about how you actually killed the project and the steps you took to either minimize the losses or salvage any benefits.

R – Results – What was the aftermath of the project failing? The best scenario would describe how a project was failing, through no fault of your own, and you managed to close it down without incurring huge losses and even potentially getting some benefits from the project anyway.

How NOT to answer this question

“None of my projects have ever failed. With good planning you can always prepare for anything that is why my projects always succeed”

Don’t say anything like this. Saying that none of your projects have ever failed shows the interviewer that you have not been involved in enough projects. Projects fail from time to time it is as simple as that.

Even if you are the golden unicorn whose projects have never failed this is still the wrong answer to give. If you really are unable to come up with a single failing project then talk about a project that failed one of its metrics (e.g. it was late).

If every project you have ever worked on was a success and met all of its desired goals please write a book and tell us all your secrets.

“One project I was part of failed due to quality issues from one of the project team. Based on the outputs from this colleague we did not hit the target our product should have and management decided to can the project”

Don’t use an example like this when answering this question. Firstly it appears as though you are throwing another colleague under the bus which interviewers never look kindly on. Secondly in an example like this the interviewer will ask why this wasn’t identified as a risk and steps taken to mitigate that risk ahead of time, this will look bad on you as with this example it seems as though the project was reliant on a team member without the required skillset to perform the task at hand. At the end of the day project success or failure rests with the Project Manager. If you are interviewing for this role you need to accept fault and talk about what actions you took to mitigate and prevent re-occurrence.

Tell Me About A Project That Failed

Example answer 1

“Obviously I don’t like to see my projects fail. I always try to plan for enough scenarios and build in enough contingencies to my projects that I am ready for anything. But some times things change and what was going ok yesterday might not be today, so I also believe it’s best not to get too attached to projects and realise when it is the correct move – for the business – to wind the project down.

There was one occasion in early 2020 where a project was facing massive delays. We were attempting to offshore one of our processes and the next step in the project was to send a few trainers overseas to initiate the training sessions. Unfortunately, days before we were due to fly out all flights were cancelled indefinitely (COVID-19)

It was now my job to try to salvage what we could. Our fallback plan was to conduct training sessions via Teams. This was going well until COVID-19 got in our way again. The overseas offices were closed by the government (soon after our own offices would close).

Our team all had the ability to work from home however the offshore colleagues did not.

We started to perform analysis on what it would take our end to get all of the required colleagues trained and working from home. It readily became apparent that the initial costs of deploying such a solution would be higher than the expected benefits over the coming years.

As a result I proposed to senior management that we terminate the project as it no longer made commercial sense. My proposal was accepted and the project was halted and the colleagues were assigned to other projects.

All was not lost however as we were able to repurpose the training materials to be used for our onshore colleagues which saw a reduction in the time spent in attaining competency.“

Example Answer 2

Absolutely, I can share an experience from my previous role as a product manager at a tech startup. We were working on developing a new feature for our app which was supposed to predict user behavior based on past activity and suggest relevant actions. We believed this could enhance user engagement significantly and drive up our app usage.

My team and I put in a considerable amount of time and effort into this project. We spent weeks researching user behavior, building the algorithm, and integrating it into our existing system. However, when we finally launched it after months of hard work, it didn’t perform as we had expected. The feature was not accurate in its predictions as often as we’d hoped, and it actually ended up confusing and frustrating users, leading to a decline in overall user engagement.

In retrospect, there were several factors that contributed to this failure. Firstly, we didn’t test the feature thoroughly enough in a variety of real-world scenarios before launching it. Our testing phase was rushed as we were trying to get the feature live quickly. Secondly, we failed to obtain enough user feedback during the development stage. While we had done an initial survey to validate our idea, we didn’t conduct any user testing during the development phase to get ongoing feedback and make iterative improvements. Finally, we underestimated the complexity of accurately predicting user behavior. Our algorithm was not sophisticated enough to account for the myriad of variables that can influence a user’s actions on an app.

This experience was certainly a disappointment, but it also provided some valuable lessons. It underscored the importance of thorough testing and the necessity of obtaining regular user feedback throughout the development process. Additionally, it reminded us that we need to have a deep understanding of the problem we’re trying to solve before we start building the solution.

Since then, I’ve implemented changes in my approach to product development. For every subsequent project, I’ve prioritized thorough testing, sought user feedback at every stage, and ensured that we have a well-researched and realistic understanding of what we’re trying to achieve before we start building. As a result, our later projects were much more successful, demonstrating that while failure can be tough, it can also be a potent source of learning and improvement.

The MOST Common Customer Service Interview Questions (And Sample Answers)

June 7, 2023 by Mike Jacobsen

Well done! You’ve landed an interview for a Customer Service role. That’s quite an achievement already. Now, bear in mind, this isn’t just any job. As a Customer Service Representative, you’re the heart of the company, dealing with customers, solving problems, and making everyone feel valued. And don’t forget the nice paycheck that comes along with it – it’s a role that’s not just rewarding but pays well too.

This is your moment to stand out, and it’s completely okay if you’re feeling a touch jittery about the interview. That’s where we step in! This article is all about the most frequent Customer Service interview questions. But we’re not just going to leave you hanging with the questions. We’ll also be providing sample responses to help you prepare like a champion. So, shall we get stuck in?

Still struggling to get Customer Service interviews? It could be your CV that’s holding you back. Check out our post on How to Write a Customer Service Manager CV (With Examples).

Contents

1 Looking for More Questions / Answers…?
2 Customer Service Interview Tips
3 How Best To Structure Customer Service Interview Questions
4 What You Should Not Do When Answering Questions
5 Customer Service Interview Question & Answers

Looking for More Questions / Answers…?

Then, let me introduce you to a fantastic resource: “Interview Success: How To Answer Customer Service Questions”. Penned by the experienced career coach, Mike Jacobsen, this guide is packed full of interview tips. This 105-page guide is packed with over 100 sample answers to the most common and challenging interview questions. It goes beyond simply giving you answers – it guides you on how to structure your responses, what interviewers are seeking, and even things to avoid during interviews. Best of all, it’s available for instant download! Dive in and give yourself the competitive edge you deserve.

Click here to learn more and get your copy today

Customer Service Interview Tips

Research the Company

Before any interview, it’s crucial to do some homework about the company. Understand their products or services, their target audience, and their company culture. Look into their customer service philosophies and strategies if you can. This knowledge will help you tailor your responses and demonstrate your interest in the role and the company.

Understand Key Customer Service Skills

Make sure you have a clear understanding of the key skills required in a customer service role. These may include communication, problem-solving, empathy, patience, and multitasking, among others. Be prepared to give examples of how you’ve demonstrated these skills in previous roles.

Prepare Examples

It’s likely you’ll be asked to give examples of situations where you’ve provided excellent customer service, dealt with a difficult customer, or resolved a complaint. Prepare these examples in advance and consider using the B-STAR method (Belief – Situation, Task, Action, Result) to structure your responses.

Show Your People Skills

Customer service is all about people skills. During the interview, demonstrate your ability to communicate effectively, show empathy, and build rapport. Be friendly and personable and listen carefully to the interviewer’s questions before responding.

Stay Positive

Maintaining a positive attitude is crucial in a customer service role, and this should be reflected in your interview. Even when discussing challenging situations or difficult customers, focus on the solutions you found and what you learned from the experience.

Ask Thoughtful Questions

At the end of the interview, you’ll likely be given the chance to ask your own questions. This is a great opportunity to show your interest in the role and the company. You might ask about the company’s customer service strategies, their values, or what a typical day looks like in this role.

How Best To Structure Customer Service Interview Questions

B – Belief – What are your thoughts, feelings, and attitudes towards customer service? Do you believe in going above and beyond for customers? Do you understand the importance of empathy and active listening in this role? Reflecting on your beliefs can help you align with the company’s customer service philosophy.

S – Situation – What was the context? Share a specific scenario from your previous customer service experience. Maybe it was a time when a customer raised a complex complaint, or there was a sudden surge in call volume, or a product issue affected multiple customers.

T – Task – What was your responsibility in this situation? As a customer service representative, you might have been the first point of contact for the customer, the person in charge of resolving the issue, or the team member tasked with communicating with other departments to find a solution.

A – Activity (or action) – What actions did you take to handle the task? Detail your problem-solving process. How did you calm the upset customer, manage your time during the call surge, or collaborate with the product team to understand and resolve the issue? Your action should showcase your customer service skills, such as communication, empathy, problem-solving, and multitasking.

R – Results – What was the outcome of your actions? In the customer service world, results often relate to customer satisfaction, problem resolution, or even metrics like call handle time. Try to quantify these results where possible (e.g., you resolved the complex complaint to the customer’s satisfaction, maintained high service levels during the call surge, or contributed to a product fix that reduced customer complaints by 30%).

What You Should Not Do When Answering Questions

Do not avoid the question.

Do not describe a failure (unless specifically asked).

Do not downplay the situation.

Do not overhype the situation.

Do not say you have no experience with the subject matter.

Do not reject the premise of the question.

Do not have a passive role in the situation.

Do not give a one-sentence answer.

Do not overly describe the scenario and miss the action.

Customer Service Interview Question & Answers

Tell me about yourself.
See more example answers…

I’m glad you asked that question because I believe it’s essential to understand the person behind the resume. I consider myself a person who truly values the importance of excellent customer service. I’ve dedicated my professional life to mastering the skills necessary to provide exceptional service, foster positive relationships with customers, and create a great atmosphere for both employees and clients.

I’ve been working in customer service for over eight years, beginning in the hospitality industry before transitioning into retail and then finally the tech industry. My diverse background has allowed me to adapt to various customer demographics and develop versatile problem-solving skills. It has also taught me the importance of tailoring my approach to suit different situations and individuals.

Most recently, I worked as a Customer Service Specialist at TechCo, where I was responsible for managing a team of 15 service reps. During my tenure, I implemented a new CRM system that significantly improved our response times and boosted our customer satisfaction rating by 20%. I’m particularly proud of this accomplishment because it demonstrates my commitment to efficiency and quality of service.

Aside from my work, I’m a lifelong learner, constantly seeking opportunities to improve myself. I’ve taken numerous online courses to enhance my knowledge in areas such as conflict resolution, time management, and emotional intelligence. I believe these skills have helped me to be more effective in my role and better equipped to handle any situation that comes my way.

In my personal life, I’m quite active and love outdoor activities like hiking and cycling. I believe maintaining a healthy work-life balance is crucial to perform at my best professionally. It helps me to stay motivated, focused, and ready to tackle any challenge that comes my way.

Can you describe your experience with handling customer complaints?
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Absolutely, managing customer complaints has been a central part of my roles in customer service. From my experience, I believe that addressing customer complaints effectively is critical not only to resolve the issue at hand but also to build trust and loyalty.

At my most recent position at FastNet Telecom, we often dealt with complaints regarding network issues, billing discrepancies, and service disruptions. My first step in such situations was always to listen to the customer actively and empathetically. I found that allowing the customer to fully express their concern without interruption was crucial to make them feel heard and understood.

Once I had a clear understanding of the issue, I would acknowledge their concern and apologize for any inconvenience they had experienced. If the solution was straightforward and within my control, I would resolve it immediately. However, for more complex issues requiring involvement from other departments, I would assure the customer that I would escalate the issue and personally ensure it gets resolved.

I always made a point to follow up with the customer after their issue had been resolved. This follow-up served a dual purpose: confirming that the customer was satisfied with the resolution and reestablishing our relationship after the negative experience.

In one instance, we had a customer who was repeatedly experiencing technical glitches with our service. Though the issue was complex and took several days to resolve, I kept the customer updated on the progress every day. Once the issue was fixed, the customer appreciated the effort and became one of our most loyal customers, even giving us positive reviews on several online platforms.

So, in essence, my approach to handling customer complaints involves active listening, empathetic response, prompt action, effective communication, and diligent follow-up. I’ve found that this approach not only resolves the issues but often turns dissatisfied customers into loyal ones.

What are your strategies for maintaining excellent customer service even in stressful situations?
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I’ve always believed that maintaining excellent customer service, even in stressful situations, requires a combination of clear communication, active listening, empathy, and maintaining a solution-oriented mindset.

When dealing with stressful situations, my first strategy is to stay calm and composed. A level-headed approach helps me think more clearly and communicates to the customer that I’m capable of handling the situation.

Active listening is crucial to understanding the customer’s issue and their emotional state. By paying close attention to what the customer is saying, I can pick up on important details that can help me resolve the issue more effectively.

Another important strategy is to empathize with the customer. I always put myself in their shoes, acknowledging their frustration, and apologizing for any inconvenience. This tends to diffuse tension and shows the customer that I genuinely care about their problem.

Next, I focus on being solution-oriented. Instead of getting stuck on the problem, I aim to find an effective and timely solution. I would communicate the steps I plan to take to resolve the issue and, if possible, provide a timeline.

Finally, I make it a point to follow up with the customer after the issue has been resolved. I believe this not only ensures the customer’s satisfaction but also helps restore their confidence in our services.

These strategies have served me well in maintaining high-quality customer service, regardless of the stress involved. That said, I also believe it’s important to continually reflect on and improve my strategies based on each unique situation and customer interaction.

How would you handle a situation where a customer is unsatisfied with a product or service?
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Addressing a customer’s dissatisfaction with a product or service is a critical aspect of my role in customer service. My approach combines empathy, active listening, problem-solving, and follow-up.

First, I would make sure to listen carefully to the customer’s concerns without interrupting. It’s important to let the customer express their feelings fully, as this can help them feel heard and understood. I would pay careful attention to the details of their issue to ensure that I fully understand the problem at hand.

Next, I would express empathy for their dissatisfaction and apologize for any inconvenience caused. An empathetic response helps to validate their feelings and can often help to diffuse any initial frustration or anger.

Once the customer’s concerns have been acknowledged, I would shift my focus to finding a solution. I’d clarify if there are any immediate steps I can take to rectify the situation. If the issue is within my capacity to solve, I would take the necessary actions promptly. If it’s something that needs to be escalated, I’d assure the customer that their complaint will be forwarded to the relevant department or person for resolution.

Throughout this process, clear and consistent communication is key. I would keep the customer informed about the progress being made towards resolving their issue, including any steps they need to take or what they should expect next.

Lastly, even after the issue is resolved, I would follow up with the customer to ensure that they are satisfied with the outcome and to ask if there’s anything more they need. This helps restore their faith in our services and makes them feel valued.

This approach not only addresses the customer’s immediate concerns but also works towards building a long-term, trusting relationship with them.

How do you handle working under pressure?
See more example answers…

Working under pressure is something I’ve become quite accustomed to in my previous customer service roles. I’ve learned that successful navigation of high-pressure situations often comes down to organization, prioritization, staying calm, and effective communication.

First and foremost, I rely heavily on organization. I keep track of my tasks and deadlines using a combination of digital tools and traditional note-taking. This way, I have a clear picture of what needs to be done and when, which helps to alleviate the stress that can come from uncertainty.

Prioritization is also critical. When multiple tasks or issues arise simultaneously, I make it a point to assess each situation’s urgency and importance. This helps me decide which tasks to tackle first, ensuring that the most critical problems are addressed promptly.

Regardless of the pressure I might be under, I strive to remain calm and composed. I’ve found that keeping a level head allows me to think more clearly, make better decisions, and maintain a positive demeanor, which is essential when interacting with customers.

Finally, effective communication plays a crucial role in handling pressure. Whether it’s asking a coworker for assistance, escalating a complex customer issue, or simply informing my supervisor about the status of a project, I make sure to keep the lines of communication open. This not only helps to avoid misunderstandings but also ensures that everyone involved is on the same page, which can greatly reduce stress.

Moreover, I believe it’s important to have healthy coping mechanisms for stress. I maintain a regular exercise regimen and practice mindfulness exercises outside of work, which helps me manage stress effectively and maintain a balanced perspective.

How familiar are you with our products and services?
See more example answers…

As a proactive candidate, I’ve taken the initiative to thoroughly research your company and familiarize myself with your products and services before this interview. Your company, noted for its exceptional customer service, is widely recognized for its high-quality products in the consumer electronics industry.

I understand that you offer a comprehensive range of products, from smartphones and laptops to home appliances and wearable technology. What impresses me is your commitment to innovation, as seen in your consistent unveiling of new features and technologies, for example, the incorporation of AI in your latest smartphone model and your environmentally friendly range of appliances.

Moreover, your after-sales services stand out to me. The extended warranty and repair services you provide are well-regarded by customers. Your customer loyalty programs, such as rewards for repeat purchases, also make your offerings more compelling.

Lastly, I’ve noticed that your company is also invested in corporate social responsibility. Your commitment to sustainable practices and various initiatives, like your device recycling program, have resonated with me and align with my personal values.

I look forward to becoming more intimately familiar with your products and services and using that knowledge to deliver excellent customer service.

Tell me about a time you went above and beyond for a customer.
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A couple of years ago, while working as a customer service representative at a tech company, I had an interaction that still stands out to me. A customer called in frantically; he was a photographer who had a major event scheduled the next day, and his top-line camera, which was one of our products, was malfunctioning. Although the issue he was experiencing was not something that could be resolved over the phone, and we had clear policies about needing to send the equipment in for repairs, I could hear the desperation in his voice.

I asked him about the nature of his work and the event he had to cover. It turned out that he was a freelance wildlife photographer, and the next day he had the chance to photograph a rare bird species in our region. It was a once-in-a-lifetime opportunity for him, and he was incredibly distressed.

So, I decided to go the extra mile. I remembered that we had an upcoming photography workshop and exhibition happening at our local store that same evening. I spoke to the store manager and arranged for him to borrow a replacement camera for his event, while his original camera was being repaired.

I called the customer back with the solution, and he was overjoyed. He was able to pick up the replacement camera from the event, and he managed to photograph the rare bird as planned. Once his original camera was repaired, he returned the replacement camera and expressed his deep gratitude for the help he received.

I believe that as a customer service representative, it’s our job not just to solve problems, but also to empathize with customers and understand the impact our products have on their lives. This incident reinforced for me the importance of taking that extra step to ensure customer satisfaction.

How do you prioritize your tasks when things get busy?
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When things get busy, which is often the case in customer service, effective task prioritization becomes crucial. The way I approach this is through a combination of urgency, impact, and resources.

First, I look at the urgency of each task. Customer requests that require immediate attention, such as complaints or critical issues, are usually given top priority. This is especially true if the customer is experiencing a significant disruption to their service or if their problem is preventing them from fully utilizing a product.

Next, I consider the impact of each task. Tasks that have a larger impact on the business or the customer experience, such as resolving widespread issues or implementing process improvements, typically rank high on my priority list.

Finally, I take into account the resources required for each task. Tasks that can be quickly completed without sacrificing quality, and tasks that I have the necessary resources for, might be addressed earlier.

Of course, this is a fluid process. Priorities can shift rapidly in a customer service environment, so it’s important to stay flexible and adaptable. I continually reassess my task list throughout the day to ensure I’m focusing on the most important and impactful tasks.

Additionally, effective communication is key. If I’m juggling multiple tasks, I ensure that I communicate clearly with customers about expected timelines and keep them updated on the progress of their request. I also make sure to ask for help when necessary. We work as a team, and sometimes delegating tasks or asking a colleague for assistance is the best way to ensure that all tasks are completed in a timely and efficient manner.

What experience do you have with customer service technology? (e.g. CRM systems)
See more example answers…

Throughout my career, I have had the opportunity to work extensively with various customer service technologies. My initial exposure came in the form of CRM systems when I was working as a Customer Service Representative at XYZ Company. We used Salesforce for tracking customer interactions and maintaining customer data. As a primary user, I got accustomed to recording customer interactions, updating their account details, and managing their complaints and requests.

In the process, I learned how to effectively search for customer accounts, use the case management system, and read the customer activity history. Also, I leveraged the CRM’s reporting functions to generate daily, weekly, and monthly reports for customer interactions and complaints, which was instrumental in identifying common issues and trends. As a result, we were able to improve our services and response time significantly.

Later, in my role as a Customer Service Supervisor at ABC Inc., I also had the chance to work with the Zendesk platform. We used Zendesk for ticketing and communication management with our customers. My role involved assigning tickets to team members, following up on open tickets, and ensuring a timely resolution. I utilized its multi-channel feature to provide customer support across various platforms like email, phone, chat, and social media. I found this feature particularly effective in creating a seamless experience for the customers as it consolidated all the interactions in one place. Moreover, using the analytics provided by Zendesk, we were able to track performance metrics like average resolution time, customer satisfaction scores, etc.

In addition to these, I am familiar with using other tech tools like live chat software (such as Intercom and LiveChat) and virtual call center software (like RingCentral). I’ve also used VoIP systems and various CMS platforms, along with traditional email and office software.

In my most recent role, I was part of a team that implemented a new AI-driven customer service tool. I was actively involved in the configuration and training of the AI, helping it learn from our previous customer interaction data. It was an enriching experience as it gave me insights into how AI can revolutionize customer service.

In summary, I have a rich experience with diverse customer service technologies. This experience, coupled with my adaptability, makes me confident in learning and working with new technologies that I may encounter in my future roles.

What attracted you to this role within our company?
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The primary reason that attracted me to this role in your company is the emphasis you place on customer experience and satisfaction. I have always believed that an excellent customer experience is pivotal to the success of any business. When researching your company, I was particularly impressed by the positive reviews from your customers, which clearly indicates a strong commitment to customer service.

Furthermore, the innovative approach your company takes towards resolving customer issues truly resonated with me. I understand that your organization leverages advanced technology, including AI and Machine Learning, to provide efficient and effective customer service. Being passionate about technology, I find this aspect exciting as it aligns with my belief that technological advancements can be effectively utilized to revolutionize customer service.

Secondly, your company culture and values are quite aligned with my own professional ethos. The importance you give to teamwork, continuous learning, and innovation aligns perfectly with my work style. I thrive in environments that encourage creativity and a problem-solving mindset, and based on what I have read and heard, your company appears to foster such an environment.

Lastly, your organization’s industry reputation as a market leader and your commitment to social responsibility also play a significant role in making this role attractive to me. I believe working with you would give me an opportunity to not only grow my career but also contribute positively to society.

See more questions and learn from over 100 sample answers…

The MOST Common Quantity Surveyor Interview Questions (And Sample Answers)

June 7, 2023 by Mike Jacobsen

So, you’ve got an interview lined up for a Quantity Surveyor role? Congrats on making it this far. Now, this isn’t your average everyday job. As a Quantity Surveyor, you’re like the financial wizard in the construction world, managing costs, budgets, and contracts. And let’s not forget about the attractive salary that comes with it – it’s a well-paying role, and that’s a fact.

After your CV/Resume. This is your chance to shine, and it’s totally normal if you’re feeling a bit nervous about the interview. That’s why we’re here! This article is all about the most common Quantity Surveyor interview questions. But hey, we’re not just throwing questions at you. We’re also providing sample answers to help you prep like a pro. So, let’s dive in, shall we?

Contents

1 Looking for More Questions / Answers…?
2 Quantity Surveyor Interview Tips
3 How Best To Structure Quantity Surveyor Interview Questions
4 What You Should Not Do When Answering Questions
5 Quantity Surveyor Interview Question & Answers

Looking for More Questions / Answers…?

Then, let me introduce you to a fantastic resource: “Interview Success: How To Answer Quantity Surveyor Questions”. Penned by the experienced career coach, Mike Jacobsen, this guide is packed full of interview tips. This 105-page guide is packed with over 100 sample answers to the most common and challenging interview questions. It goes beyond simply giving you answers – it guides you on how to structure your responses, what interviewers are seeking, and even things to avoid during interviews. Best of all, it’s available for instant download! Dive in and give yourself the competitive edge you deserve.

Click here to learn more and get your copy today

Quantity Surveyor Interview Tips

1. Understand Your Role:

Grasp the depth of a Quantity Surveyor’s role. This involves understanding construction, project management, and the financial aspect of the job. Be prepared to explain your role clearly.

2. Highlight Your Experience:

Showcase your work experience during the interview. Discuss projects where you’ve successfully managed costs, created budgets, and dealt with contracts.

3. Showcase Your Numeracy Skills:

As a Quantity Surveyor, you’ll be dealing with numbers daily. Be prepared to demonstrate your comfort and skill with numbers.

4. Know the Industry:

Having a good understanding of the construction industry, including trends and key issues, will give you an advantage. You should also know about any relevant laws or regulations.

5. Show Problem-Solving Abilities:

Quantity Surveyors often have to solve complex issues. Prepare examples where you’ve faced challenges and how you’ve resolved them.

6. Be Prepared for Technical Questions:

You might face technical questions related to construction and financial management. Make sure you brush up on your knowledge in these areas.

7. Demonstrate Your Communication Skills:

Good communication skills are essential for Quantity Surveyors. Be ready to demonstrate how you’ve effectively communicated with various stakeholders, like clients, architects, and contractors.

8. Highlight Your Negotiation Skills:

A significant part of a Quantity Surveyor’s job involves negotiating contracts and costs. Provide examples where you’ve used your negotiation skills to achieve a beneficial outcome.

9. Show Your Attention to Detail:

Being detail-oriented is crucial in this role. Show examples from your past work where your attention to detail made a significant difference.

10. Stay Calm and Confident:

Quantity Surveyors often have to make tough decisions under pressure. Maintain a calm, composed demeanor and display confidence throughout your interview. This will show that you’re up for the challenge.

How Best To Structure Quantity Surveyor Interview Questions

B – Belief:

As you prepare for your Quantity Surveyor interview, think about your personal beliefs regarding the role. Do you believe in proactive cost management to prevent overspending, or do you prioritize meticulous contract preparation to protect all parties involved? Your thoughts and feelings about the Quantity Surveyor’s responsibilities can show your personal approach to this vital role within the construction industry.

S – Situation:

You should come to the interview ready with real scenarios from your past work experiences that had a notable outcome. These could be situations where you significantly cut project costs, effectively negotiated with vendors, or prepared complex contracts. Remember to choose scenarios where you played a key role that directly relates to the tasks of a Quantity Surveyor.

T – Task:

For each situation, clearly state what your task or responsibility was. As a Quantity Surveyor, you are typically actively involved in the projects, not just an observer. Maybe your task was to manage the budget of a construction project, negotiate contracts with vendors, or assess financial risks. Be clear about your role in each situation and how it pertains to the role of a Quantity Surveyor.

A – Activity (or Action):

Next, you should outline the specific actions you took in each situation. Describe the steps you took and why you took them, all from a Quantity Surveyor’s perspective. Perhaps you used a specific strategy to manage the project’s budget, or you negotiated contracts with vendors using a unique approach. Or maybe you identified and assessed potential financial risks that others overlooked.

R – Results:

Finally, explain the outcomes of your actions. For a Quantity Surveyor, these results often have measurable impacts on a project’s budget or timeline. Quantify your achievements with figures whenever possible, such as “reduced project costs by 15%,” “negotiated contracts that saved the company $500k,” or “identified financial risks that prevented potential losses of $1M”. This can demonstrate to your interviewer that you’re not just a theorist, but a hands-on professional who delivers tangible results.

What You Should Not Do When Answering Questions

Do not avoid the question.

Do not describe a failure (unless specifically asked).

Do not downplay the situation.

Do not overhype the situation.

Do not say you have no experience with the subject matter.

Do not reject the premise of the question.

Do not have a passive role in the situation.

Do not give a one-sentence answer.

Do not overly describe the scenario and miss the action.

Quantity Surveyor Interview Question & Answers

Can you tell me a little about yourself?
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When crafting an answer to “Tell me about yourself,” it’s important to keep your response concise, relevant, and tailored to the job you’re applying for. An effective answer typically includes a brief overview of your professional background, your key skills or expertise, and a few personal attributes that make you a good fit for the role.

Absolutely, I’d be happy to. I graduated from XYZ University with a degree in Quantity Surveying five years ago and since then, I have been working with ABC Construction. Over these years, I’ve worked on a variety of residential and commercial construction projects where I was able to apply and enhance my skills in cost estimating, preparing tender documents, and contract administration.

What I love about this profession is the challenge it offers in balancing cost-effectiveness and quality in every project. I have a strong attention to detail which helps me in cost estimation, and I’ve been commended for my ability to keep projects within budget without compromising on quality.

I’ve also developed excellent communication and negotiation skills. In my current role, I often collaborate with architects, contractors, and other stakeholders. This interaction has helped me hone my skills in conveying complex information clearly and managing disagreements effectively.

On a personal note, I’m highly organized and I thrive in high-pressure environments. I’m known for my ability to prioritize tasks efficiently and make critical decisions under tight deadlines. I believe these attributes, along with my passion for quantity surveying, make me a strong candidate for this role.

I’m excited about the opportunity to bring my expertise in cost management and my passion for continuous learning to your team.

“What interested you about quantity surveying as a profession?”
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When responding to “What interested you about quantity surveying as a profession?” reflect on your personal and professional motivations. You might want to talk about the aspects of the job that inspire you, the elements of quantity surveying that excite you, and how these align with your career aspirations.

Well, I’ve always had a passion for the construction industry and a keen interest in economics. Quantity surveying seemed to perfectly combine these two elements, providing a unique opportunity to be involved in the construction process from a financial and managerial perspective.

What truly drew me to quantity surveying, though, was the strategic and multifaceted nature of the work. It’s not just about numbers and calculations; it’s about understanding the whole construction process, from design to completion. It involves risk assessment, contract management, cost control, and negotiation – each project brings a new set of challenges and learning opportunities.

I was also attracted by the pivotal role quantity surveyors play in the sustainability of the construction industry. We have a direct influence on the economic viability of projects and, increasingly, on their environmental impact as well. As a professional committed to sustainable practices, this aspect of the job is particularly important to me.

Lastly, the opportunity for continuous learning and growth in this field is very appealing. The construction industry is constantly evolving with new technologies, materials, and regulations. As a quantity surveyor, I get to stay updated with these changes, which not only fuels my professional growth but also ensures I bring value to every project I work on.

So, the blend of strategic decision-making, economic and environmental influence, and the continuous learning – these aspects truly drew me into quantity surveying as a profession.

“What kinds of projects have you been involved in? Describe your role in one.”
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For the question “What kinds of projects have you been involved in? Describe your role in one,” be ready to share your diverse experiences. Your response should demonstrate your versatility in handling different projects, specifying your responsibilities, and illustrating how your actions contributed to the success of a particular project.

Throughout my career as a Quantity Surveyor, I’ve had the opportunity to be involved in a range of diverse projects. These include residential developments, commercial constructions, and a few public infrastructure projects as well.

Perhaps one of the most significant projects I’ve worked on was a large-scale commercial development for a retail chain. This project involved the construction of a series of retail outlets across multiple locations in the city. It was a challenging and complex project due to its scale, location-specific regulations, and tight deadlines.

As the lead Quantity Surveyor, my role was multi-faceted. I was responsible for preparing the initial cost estimates, which included labor, materials, and equipment costs. I also developed a cost plan and monitored the project costs throughout the entire construction phase, ensuring we remained within budget.

In addition to cost-related responsibilities, I liaised closely with the project manager, architects, and contractors. I was frequently involved in negotiating contracts and resolving any contractual disputes. I found that my strong communication and negotiation skills were critical during these discussions.

One of the unique challenges of this project was managing cost-related issues across different locations due to varying local market conditions. To handle this, I had to tailor my cost management strategies for each location, taking into account local regulations, market prices, and availability of resources.

The project was completed successfully within the estimated budget and timeframe. It was a rewarding experience that highlighted the importance of meticulous cost planning and effective collaboration among different project stakeholders. I believe it was this project that truly honed my skills as a Quantity Surveyor.

“What methodologies do you use for cost planning and why?”
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In answering “What methodologies do you use for cost planning and why?”, you’re being asked to exhibit your knowledge and strategic approach towards cost planning. Detail the approaches you favor, explaining why you chose them and how they’ve been effective in past roles.

In my experience as a Quantity Surveyor, I have found that a combination of different methodologies often yields the best results for cost planning. The choice of method typically depends on the specific requirements and stage of the project.

For the early stages of a project, I often employ top-down estimating techniques such as analogous or parametric estimating. These methods provide a high-level view of the costs based on past similar projects or industry parameters. They are particularly useful when there is a lack of detailed information, but a quick cost estimation is needed for initial budgeting or feasibility studies.

As the project progresses and more detailed information becomes available, I shift towards bottom-up estimating techniques, including detailed quantity take-offs and unit cost estimating. This approach is more time-consuming but provides a more accurate and detailed cost plan.

Risk analysis is another crucial element of my cost planning process. It helps in identifying and quantifying uncertainties that could impact the project costs. Therefore, I always include a risk allowance in my cost plans to accommodate potential cost overruns.

I also rely heavily on cost planning software that helps in managing and analyzing cost data efficiently. Such tools allow me to maintain a database of costs from past projects, which I can refer to for future estimates.

Finally, I believe that continuous monitoring and updating of the cost plan are vital throughout the project lifecycle. It helps in tracking the actual costs against the estimated costs and taking necessary corrective actions if there are any significant variances.

This comprehensive approach towards cost planning allows me to provide accurate and reliable cost information to support decision-making and ensure that the project stays within budget.

“Explain how you would manage project risks.”
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In responding to “Explain how you would manage project risks,” the interviewer wants to understand your risk management skills. Describe your process of identifying, assessing, and mitigating risks, detailing your proactive strategies to prevent or manage potential issues.

Risk management is integral to the role of a Quantity Surveyor and it’s a process that starts right from the beginning of any project. My approach to managing project risks includes a few key steps: identification, assessment, mitigation, and review.

To start with, identifying potential risks is crucial. This involves a thorough review of the project plan, discussions with the project team and key stakeholders, and researching similar past projects. During this stage, it’s important to consider both internal and external risks.

Once the potential risks have been identified, the next step is to assess them. This means determining the likelihood of each risk occurring and the potential impact on the project if it does. To do this, I use a combination of qualitative and quantitative risk assessment methods, which can help prioritize the risks based on their potential severity.

The third step is risk mitigation, which is all about developing strategies to manage the risks. The appropriate strategy will depend on the nature of the risk, but some common approaches include risk avoidance, risk reduction, risk sharing, or accepting the risk.

Finally, it’s important to review the risks and the effectiveness of the mitigation strategies regularly throughout the project. This is because risks can change over time, new risks can emerge, and some mitigation strategies may not be as effective as originally thought.

In my previous role, I was working on a construction project in a flood-prone area. One of the major risks identified was potential delays due to heavy rains and flooding. To mitigate this risk, we adjusted our project schedule to align the most risk-prone tasks with the driest months of the year. Additionally, we also established a contingency plan in case of unexpected rainfall. Regular monitoring and updates ensured that we were prepared, and the project was completed on time despite several instances of heavy rainfall.

See more questions and learn from over 100 sample answers…

The MOST Common Operations Manager Interview Questions (And Sample Answers)

June 7, 2023 by Mike Jacobsen

So, you’ve landed an interview for an Operations Manager role? That’s pretty awesome. But let’s not get ahead of ourselves. These interviews can be challenging. After all, as an Operations Manager, you’re a big deal – you’re the one who makes sure everything runs smoothly in a company, from managing the team to overseeing the daily operations. And with an average salary well into the six figures, the competition is stiff.

You’re probably eager to nail this interview, right? Well, that’s why you’re here! In this article, we’re going to run through some of the most common Operations Manager interview questions. But, we’re not stopping there. We’ll also be giving you some sample answers to help you prepare even better. Let’s get started.

Still struggling to get interviews? Maybe it’s your CV that’s holding you back. Check out our post on How to Write an Operations Manager CV (With Examples)

Contents

1 Looking for More Questions / Answers…?
2 Operations Manager Interview Tips
3 How Best To Answer Operations Manager Interview Questions
4 What You Should Not Do When Answering Questions
5 Operations Manager Interview Question & Answers

Looking for More Questions / Answers…?

Then, let me introduce you to a fantastic resource: “Interview Success: How To Answer Operations Manager Questions”. Penned by the experienced career coach, Mike Jacobsen, this guide is packed full of interview tips. This 105-page guide is packed with over 100 sample answers to the most common and challenging interview questions. It goes beyond simply giving you answers – it guides you on how to structure your responses, what interviewers are seeking, and even things to avoid during interviews. Best of all, it’s available for instant download! Dive in and give yourself the competitive edge you deserve.

Click here to learn more and get your copy today

Operations Manager Interview Tips

1. Know Your Role:

First things first, make sure you understand what an Operations Manager does. You’ll need to manage people, processes, and projects, so have examples ready that demonstrate your skills in these areas.

2. Highlight Your Experience:

When answering questions, link back to your previous experiences. This will show that you’re not just familiar with the theory, but you’ve got practical experience too.

3. Show Leadership Skills:

Operations Managers often lead teams, so be ready to showcase your leadership style. Discuss how you’ve led teams in the past, resolved conflicts, and motivated others.

4. Understand the Company:

Every company is unique, and so are its operations. Research the company before your interview and consider how you would manage operations there.

5. Showcase Your Problem-Solving Abilities:

Operations Managers need to solve problems every day. Prepare examples of when you’ve faced challenges and how you overcame them.

6. Be Ready for Behavioral Questions:

Interviewers often ask behavioral questions to understand how you’ve handled situations in the past. Be ready with real-life examples. B-STAR will come in handy.

7. Display Your Adaptability:

The business world changes rapidly, and Operations Managers need to adapt. Show that you’re comfortable with change and can think on your feet.

8. Discuss Your Communication Skills:

As an Operations Manager, you’ll be communicating with people at all levels. Show that you can clearly and effectively convey your ideas and directives.

9. Quantify Your Achievements:

Whenever possible, use numbers to illustrate your achievements. This could be money saved, efficiency improved, or a project completed ahead of schedule.

10. Stay Positive and Confident:

Last but not least, maintain a positive and confident demeanor throughout the interview. This reflects your ability to stay calm and collected under pressure, a crucial trait for any Operations Manager.

How Best To Answer Operations Manager Interview Questions

B – Belief:

When preparing for your Operations Manager interview, consider your core beliefs about the role. Do you believe in a democratic leadership style, where team members are encouraged to participate in decision-making, or are you more inclined toward a transformational style, where you inspire and motivate your team to exceed their goals? Your thoughts and feelings about the Operations Manager role and its responsibilities will shape your responses and reflect your personal management style.

S – Situation:

Before going into the interview, prepare a few real-life situations from your past work experience where your actions had a significant impact. These could be scenarios where you managed a complex project, led a team through a challenging period, or introduced a new process that improved efficiency. Just remember, these should be situations where you played a crucial role.

T – Task:

In each situation you’ve prepared, clearly identify what your task was. As an Operations Manager, you’re likely to be an active participant in any scenario, not just a bystander. Perhaps you were tasked with cutting costs, improving productivity, or dealing with a difficult team dynamic. Ensure your role in the situation is clear and aligns with the responsibilities of an Operations Manager.

A – Activity (or Action):

Here’s where you delve into the specifics of what you did in each situation. Detail the steps you took, why you took them, and how they align with your role as an Operations Manager. Perhaps you identified areas for cost savings, implemented new processes, or navigated a team dispute with effective communication and conflict resolution skills.

R – Results:

Finally, articulate the results of your actions. As an Operations Manager, quantifiable results are critical. Use numbers to demonstrate your impact, such as “reduced operating costs by 20%,” “increased team productivity by 30%,” or “improved customer satisfaction by 15%”. This will make your achievements tangible and credible, showing your interviewer that you’re a results-driven professional.

What You Should Not Do When Answering Questions

Do not avoid the question.

Do not describe a failure (unless specifically asked).

Do not downplay the situation.

Do not overhype the situation.

Do not say you have no experience with the subject matter.

Do not reject the premise of the question.

Do not have a passive role in the situation.

Do not give a one-sentence answer.

Do not overly describe the scenario and miss the action.

Operations Manager Interview Question & Answers

“What is your understanding of an Operations Manager’s role in a company?”
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When preparing an answer to “What is your understanding of an Operations Manager’s role in a company?”, it’s essential to align your understanding with the industry standards and the specific job description. A strong answer will demonstrate your comprehension of strategic planning, team management, resource allocation, and process optimization within a business environment.

From my perspective, an Operations Manager plays a crucial role in any organization, acting as the linchpin that connects different departments and ensures they function harmoniously towards common goals.

My understanding of the role is multi-faceted. Firstly, an Operations Manager is deeply involved in strategic planning. We play an integral part in defining the company’s operational strategies, ensuring they align with the overall business objectives. We lay the groundwork for processes, procedures, and goals that help drive performance across all operations.

Secondly, we manage teams, leading them in a way that promotes efficiency and productivity. This responsibility involves hiring and training the right people, fostering a positive work environment, and developing the team to reach their full potential.

Thirdly, the role involves managing resources effectively. This includes ensuring that all resources, from manpower to materials and machinery, are optimally utilized. It’s about striking the right balance between cost-effectiveness and operational efficiency.

Furthermore, process optimization is a core part of an Operations Manager’s role. We constantly analyze existing processes, identify bottlenecks or inefficiencies, and develop strategies for improvement. The ultimate goal is to streamline operations to ensure they’re as effective and efficient as possible.

Lastly, an Operations Manager serves as the central point of communication between departments and stakeholders. We ensure transparency and collaboration between teams, promoting a cohesive work environment.

“Can you provide an example of a time when you successfully improved an operational process?”
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When you are asked, “Can you provide an example of a time when you successfully improved an operational process?”, think about the situations in which your analytical abilities and problem-solving skills led to tangible improvements. This might include instances of cutting costs, increasing efficiency, or enhancing the quality of a product or service.

Sure, I’d be happy to share an example. In my most recent role as Operations Manager at a manufacturing firm, one of the key challenges we faced was a bottleneck in our production line, which was causing delivery delays and impacting our customer satisfaction.

Upon analyzing the situation, I found that one particular stage of the production process was taking significantly longer than the others. It was clear that we needed to streamline this step to improve the overall process.

I organized a series of brainstorming sessions with the team responsible for this stage, along with a few representatives from the other stages for cross-functional input. Together, we identified that the problem lay in outdated machinery and manual tracking of production data, leading to inefficiencies.

Following this, I proposed the introduction of automated machinery and digital tracking systems to replace the manual processes. After getting the necessary approvals and ensuring that the team was adequately trained on the new systems, we implemented the changes.

The impact was immediate and significant. Our production speed increased by 30%, which led to improved delivery times and ultimately, a significant increase in customer satisfaction ratings. This example underlines my belief in the power of teamwork, constant process evaluation, and embracing innovation to drive operational efficiency.

“How would you handle a situation where a project is not meeting its deadlines?”
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When answering “How would you handle a situation where a project is not meeting its deadlines?”, focus on your problem-solving abilities and time management skills. Illustrate your approach to getting projects back on track, maintaining quality, and managing expectations.

When faced with a situation where a project is not meeting its deadlines, my first step is always to understand why. I would initiate a meeting with the team involved to discuss the project’s status and identify the bottlenecks causing the delays. Understanding the cause is crucial to devising a suitable solution.

Upon identifying the issues, I would prioritize them based on their impact on the project timeline. For instance, if we have resource constraints, I might look into reallocating resources from other less urgent tasks or seeking additional resources. If the issue lies in miscommunication or lack of clarity, I would address this by ensuring everyone on the team understands their roles, responsibilities, and the tasks at hand.

In addition to rectifying the issues, I would reassess the project timeline and adjust accordingly. This might mean negotiating for extended deadlines or reducing the project scope. In doing so, I would ensure to maintain transparent communication with all stakeholders, including the management and the client, to manage expectations.

Finally, learning from such situations is crucial. Therefore, I would update our project management practices based on the insights gained from the experience, aiming to avoid similar situations in the future. This continuous improvement approach helps in enhancing the team’s efficiency and effectiveness in the long run.

“What strategies would you use to handle a significant increase in production demand?”
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When you’re faced with “What strategies would you use to handle a significant increase in production demand?”, focus on your planning and forecasting abilities. Your answer should reflect your ability to anticipate challenges, strategize effectively, and ensure that resources are optimally utilized.

The handling of a significant increase in production demand is a multifaceted process. I believe it’s crucial to adopt a systematic approach, which would include several key strategies.

Firstly, forecasting is pivotal. The ability to accurately predict the increase in production demand allows us to plan for the resources needed. Utilizing data from past sales, market trends, and customer behaviors can significantly improve the accuracy of forecasting. I have experience using tools like predictive analytics that help in generating reliable forecasts.

Once we have an accurate forecast, the next step is capacity planning. This involves evaluating our current production capacity and identifying the gaps that need to be filled to meet the increased demand. For instance, we may need to add a new production line, hire additional staff, or extend working hours. It’s important to not only consider the physical resources but also the human resources involved in the production.

Increasing efficiency is another important strategy. Lean methodologies and Six Sigma are often useful in identifying areas of waste or inefficiency that can be improved. By streamlining our processes, we can often increase output without requiring substantial additional resources.

Supply chain management is another crucial aspect. Ensuring our suppliers can accommodate the increased demand is paramount, so I’d focus on maintaining open lines of communication with our suppliers and possibly seeking additional or alternative suppliers if needed.

Lastly, contingency planning is also critical. Despite our best efforts, there might be unforeseen issues, such as equipment breakdowns or supply chain disruptions. Having a contingency plan in place would ensure we can still deliver as per demand, even when things don’t go as planned.

Throughout this entire process, clear and effective communication with all stakeholders, including employees, suppliers, and customers, would be paramount to ensure everyone understands the changes and expectations.

Ultimately, my aim as an Operations Manager would be to accommodate the increased demand while maintaining product quality and ensuring a smooth and efficient workflow.

“How do you handle stress and high pressure situations?”
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When asked, “How do you handle stress and high pressure situations?”, illustrate your ability to maintain composure and decision-making skills even under pressure. Use examples that highlight your stress management techniques and how they help you remain productive.

Handling stress and high-pressure situations is certainly a part of any Operations Manager’s job. In my experience, the key is to remain calm, focused, and organized, no matter what challenges I face. I find that maintaining a level-headed approach allows me to think more clearly, make better decisions, and ultimately resolve issues more effectively.

One of the strategies I use is proactive planning. I make it a point to anticipate potential issues and have contingency plans in place. This helps reduce the impact of unforeseen circumstances and allows me to respond swiftly and effectively when they do occur.

When I am in a high-pressure situation, I also rely on prioritization. I quickly assess the situation, identify the most critical issues that need to be addressed, and focus my efforts on those. This helps me to manage my workload and ensures that the most important tasks get my attention.

Communication is also crucial in these situations. I make sure to keep my team and any other relevant parties informed about the situation and the steps I’m taking to resolve it. This helps ensure that everyone is on the same page and can work together effectively.

Lastly, I believe in the importance of self-care and work-life balance. Regular exercise, sufficient sleep, and taking time to unwind help me manage stress and keep it from affecting my performance. I’ve found that these practices, combined with a positive mindset, enable me to handle pressure and navigate challenging situations successfully.

See more questions and learn from over 100 sample answers…

Interview Question: Tell me about a time you worked well as part of a team – Answer Tips

June 6, 2023 by Mike Jacobsen

Question forms part of

Civil Service Question Bank
The MOST Common Interview Questions

What the interviewer is looking for by asking this question

“I don’t want no partner, I don’t need no partner”
Chris Tucker. Rush Hour 1998

Unfortunately for Chris there are very few jobs out there where this is true. Almost every job I can think of comes with colleagues. I suppose maybe a night shift security guard position might not have any.

But outside of some niche jobs you are going to have people you work with. When asking this question the interviewer is trying to find out how you will cope with working with others.

They are trying to see if you worked with them would you be a valuable asset to the team and would you get involved with the team or would you work by yourself.

Part of team working is helping out where you can, do you see a colleague struggling and provide assistance, or do you not bother because it is does not affect your role or function.

This is a behavioural question so the interviewer is not just looking for a hypothetical answer. The interview wants to see whether you have worked in a team before and what your thoughts / feelings were about the team and how you worked together to achieve your goals.

The best approach to answering this question

Teamwork makes the dream work.

That’s what the interviewer wants to hear and what you need to be conveying with your answer.

Start off by stating outright your belief that when you work as a team the value produced is more than it would have been had everyone been working individually (the team is greater than the sum of its parts).

That when you work as a team you can exploit comparative advantages and allocate tasks to individuals based on their skillset.

Of course this is a behavioural ‘Tell me about a time’ question. This means that you will need to back up your thoughts with a strong example.

Pick an example where the subject matter is clear and the benefits of team working are obvious. You don’t want the interviewer to be confused by your story.

In your example you don’t have to take on a leadership role, although if you are applying for a managerial role then it wouldn’t hurt. Regardless of your position in the team it is always a good idea to include how you provided help to junior members of the team, or just any member of the team who was struggling with the task at hand.

You should ensure you focus on your role in the team, how what you did led to a better team result and how this benefited your organisation.

How NOT to answer this question

“I haven’t worked with a team before. My current job is working as a delivery driver for a food delivery app, so I basically spend most of my time on the road on my own. Before that I was in university.”

If you get asked about your experience working in a team do not avoid the question. Fair enough in this example the interviewee does not have any professional experience in working as part of a team. The closest they have to a team mate is the app that gives them jobs.

But that does not mean they have never worked in a team before. The answer states that the interviewee was previously enrolled in university. It’s been a while since I went to Uni but I remember there being a number of group assignments that I had to take part in. The interviewee could have talked about their experience doing that.

Team sports? That is the epitome of teamwork. Sure it doesn’t show the interviewer how you behave in a professional environment but it is the next best thing.

“…unfortunately I had to take on additional steps as my team members were not putting in the required effort to get the job done”

Don’t criticise your team mates. Team work is about helping struggling team mates get better at the job. If there was a problem – such as a perceived lack of effort from certain team members – then a good team member would reach out and try to resolve the issue instead of just picking up the slack.

Tell me about a time you worked well as part of a team

Example answer 1

“I love working in a team, I find the collaboration and task specialisation that group working offers allows for higher quality and more efficient outputs – than what would happen working solo.

In a previous role I actually initiated a shared team approach to our process. At the time the department I was working in was responsible for handling customer complaints for a large retail bank.

The process that we followed had 3 main phases; reviewing the complaint, calculating moneys owed in redress and production/mailing of the payment. Each member of the team would be assigned one case and would work the case through each phase to the end. We were expected to work 2 cases a day which meant 50 cases a day for the department.

I had a knack for the calculation aspect of the work and was able to breeze through them quicker than anyone else in the team. I noticed that other colleagues would struggle with the calculations not only with how long it took them but with the overall quality.

I suggested to my manager that we break the process down and allocate people based on their strengths. I took over calculations for the department while other colleagues were put on review and payments.

Using this team approach to the task we quickly started to hit 80 cases a day and even hit 100 cases a few times, a feat that I attribute to the team work we showed”

Example answer 2

“I find that working as part of a team brings out the best in me and leads to more efficient and higher-quality outcomes. In a previous role, I encountered a disagreement regarding our approach to handling customer complaints in a retail bank.

The existing process involved each team member independently handling the entire complaint process, from review to calculation of redress amounts and payment issuance. However, I noticed that some team members struggled with the calculation aspect, which resulted in delays and compromised accuracy.

To address this challenge, I proposed a collaborative team approach that leveraged our individual strengths. I offered to take over the calculation responsibilities while assigning other team members to focus on review and payment aspects. By breaking down the process and allocating tasks based on our competencies, we aimed to optimize efficiency and accuracy.

The results were remarkable. With this new team approach, we significantly increased our productivity, going from processing 50 cases a day to consistently handling 80 cases, with occasional peaks of 100 cases. The collaborative effort and clear division of tasks played a crucial role in achieving these milestones.

Through this experience, I learned the power of recognizing and leveraging individual strengths within a team. By effectively distributing tasks and allowing team members to excel in their respective areas of expertise, we were able to enhance overall performance and deliver superior outcomes for our customers.

This experience reinforced my belief in the value of teamwork and the importance of fostering an environment where individuals can contribute their unique skills and talents to achieve shared goals.”

Interview Question: How does your current (or previous) role fit into the organisation’s wider goals? – Answer Tips

June 6, 2023 by Mike Jacobsen

Question forms part of

Civil Service Question Bank
The MOST Common Interview Questions

What the interviewer is looking for by asking this question

This question is a “See the big picture” question. The interviewer wants to know whether or not you understand how what you do affects the larger organisation.

If the interviewer is asking this question it generally means the role will have a bit of latitude in how it can be worked. Don’t expect to blindly follow a script or a process, you will need to use your initiative and understanding of wider elements when performing your day to day job.

That is why this is a popular question for the Civil Service interview. The entire point of the Civil Service is for the benefit of the public. When you are answering a question in an interview here the interviewer will be expecting you to know how your function is expected to provide better services to the public.

After you have answered the question you are likely to get a number of follow-up questions about any initiatives you have spearheaded that impacted the wider business.

Essentially the interviewer wants to see that you will care about the organisation as a whole and will be seeking to improve the organisations delivery ability rather than just getting on with your own role and tasks.

The best approach to answering this question

You will want to show the interviewer that you have a brain for business, that you understand the general principles of how your organisation makes money (or fulfills its goals if it is non-profit)

You need to explain to the interviewer what your role is, what your organisations goals are and how your function helps contribute to these goals.

Think about how your role impacts the bottom line.

Do you contribute to revenue?
Do you help to reduce costs?
Do you help the firm with their legal obligations?
Do you help in reducing risk?
Do you increase efficiencies?

Every role in an organisation helps push through its aims (if they didn’t the role wouldn’t last for long), in order to answer this question it is important you understand your role’s impact.

At first glance this question doesn’t lend itself to sharing examples but you still should slide some in if you can. Think of a time were you showed initiative and pushed through a change that helped multiple departments within your organisation and increased your firms operating capabilities.

How NOT to answer this question

“I am a salesman so without me the firm would not have any revenue”

While this answer is perfectly accurate it lacks nuance. Sure a company wants to sell product and therefore need salespeople, that much is obvious. A salesperson is also the company face of the product. The first impression most customers will have of a company is their interaction with the salesperson so they are also brand ambassadors.

The interviewee could have talked about how as a salesperson they are the first line in market research as they speak to customers regularly so they know exactly what customers want and need when it comes to their product.

The interviewee could then talk about how they collaborated with marketing or with the design teams to help boost sales.

“I only work in the accounts department. It is my responsibility to make sure our bills get paid so I don’t really have much of an opportunity to help the firm achieve its goals”

Every role in an organisation provides real value to the business. Sure sometimes it might be hard to see when your role doesn’t directly impact profits but rest assured your role provides value (or should on paper) to the business otherwise it would not exist.

In this example the interviewee works in accounts payable by the look of it. Their responsibility is to pay suppliers to ensure the business can continue to operate. Have you ever forgot to pay your internet bill? Imagine trying to run a business without internet.

Phone, water, electricity, wages, raw materials, contractors. The list goes on.

This person ensures the smooth running of the company without interruption. That is the core value of the role.

Plus also in that type of role I am sure they have managed to save costs for the business by negotiating better payment terms.

How does your current job fit into the overall business?

Example Answer 1

“My company specialises in making bespoke furniture for business and domestic properties.

My primary role is as a domestic designer, meaning that I work with the customer to create their dream home and relay the proposals to the build team.

Even though I am not a sales person, I am the person who maintains contact with the customer the longest. I therefore understand and appreciate how my interactions with the customer leave a lasting impression and directly impacts how likely the customer is to recommend our company to others.

This is extremely important as referrals accounts for over 60% of our domestic clients and while domestic revenue falls behind business I know that it is one of the owner’s goals to increase our domestic market share.

Trying to increase customer satisfaction (and therefore chance of referral) I began looking at the customer journey and trying to improve it.

I realised that customers did not like having to deal with multiple people. In our old workflow the customer would have to deal with the sales person, the designer (me), the build team, the delivery team and the after sales support team.

I proposed – and gained approval – to modify this so that the designer (me) would be the sole contact point from the design phase all the way through to post sales. This meant the customer would only speak to 2 departments which most customers preferred.

There was also a side benefit realised. Because I was interacting with the other teams on the customers behalf errors dropped significantly as I fully understood the customer’s vision and could explain that to the teams.

Overall this initiative was a great success. Our customer satisfaction scores increased across the board, complaints dropped significantly and we saw an increase in referrals. All of these things directly helped the organisation with its sales goals and to get closer to its target market share.”

Example Answer 2

“In my role as a customer service representative for a software company, I understand the importance of customer satisfaction and its impact on the company’s growth. Although my primary responsibility is not sales-related, I recognize that every customer interaction leaves a lasting impression and directly influences their likelihood of recommending our services to others.

To enhance customer satisfaction and increase the chances of referrals, I focused on improving the customer journey within our software implementation process.

Upon analyzing the existing workflow, I identified a common pain point: customers had to interact with multiple departments, including sales, implementation, technical support, and customer service. This fragmented experience often led to miscommunications and delays, which negatively affected customer satisfaction.

To address this issue, I proposed a solution: consolidating customer interactions by becoming the primary point of contact throughout the entire implementation process. By taking ownership and ensuring seamless communication between departments, I aimed to streamline the experience and provide a smoother journey for our customers.

Upon receiving approval for this change, I began serving as the single contact person for customers from the initial sales discussions to the post-implementation support. This allowed me to gain an in-depth understanding of their requirements, communicate their vision effectively to our technical teams, and promptly address any issues or concerns that arose.

The results were overwhelmingly positive. Customer satisfaction scores significantly improved, and we observed a substantial decrease in customer complaints. Moreover, our referral rates notably increased, contributing directly to the organization’s sales goals and market share expansion.

By taking the initiative to optimize the customer journey and improve the overall experience, we were able to deliver enhanced customer satisfaction, foster positive word-of-mouth recommendations, and solidify our position in the market.

This experience taught me the importance of understanding the customer’s journey and actively seeking opportunities to improve it. By aligning internal processes and focusing on providing a seamless experience, we can cultivate strong customer relationships, boost satisfaction, and drive business growth.”

Interview Question: How Do You Respond To Customer Feedback, Both Positive And Negative – Answer Tips

June 6, 2023 by Mike Jacobsen

Question forms part of

Civil Service Question Bank
The MOST Common Interview Questions

What the interviewer is looking for by asking this question

This is a popular question within customer service facing and customer service managerial interviews.

For customer facing roles the interviewer is looking to see how you handle interactions with the customer with regard to your performance. If it is negative are you able to resolve the issue satisfactorily to leave a happy customer and prevent future mistakes from occurring.

For managerial roles the interviewer is looking to see how you use feedback to create a better team and better overall customer experience. If the feedback is negative do you rectify the situation with the customer and provide training and support to your team members to prevent re-occurrence? If the feedback is positive do you praise your team and try to expand on the things that were done right, that the customer was pleased with?

As this is a behavioural question the interviewer is looking for both how you would respond to customer feedback if you were to get the position but also how you have responded to customer feedback in the past.

The best approach to answering this question

The best way to come at this question is to have 2 examples: one where the customer provided negative feedback and one where the customer provided positive feedback.

In your answer you should start by talking about how you always welcome customer feedback, both good and bad, as feedback allows the company to know where it is going right and more importantly where it is falling down and needs to change.

This question is not looking at how you do your job it is looking at how you handle feedback and how you deal with customers. The best answers therefore are when you received feedback for something that was not your doing.

For negative feedback you can talk about how you took responsibility for the negative experience and apologised to the customer on behalf of the company. This shows good character and leadership as it shows that you took ownership of the fault without resorting to blaming others (throwing your colleagues under the bus as they say). If possible discuss how you took steps to fix the underlying cause of the problem either through changes to process or training of staff members.

For positive feedback it is important that you ensure the correct party receives the accolades (shows humility on your part). Talk about how you praised the colleague and shared the success with others in order to inspire further good work. And again if possible talk about how you took this positive feedback and used it to improve processes elsewhere.

See how, even though you were not responsible for why the customer was providing feedback, the way you handled the feedback shows professionalism and the makings of a great colleague.

How NOT to answer this question

“A customer was upset as we were late in delivering an important report. I told them that it was due to a new employee who was still fresh on the job and that I will personally ensure the report is on time until the colleague is completely up to speed”

This is a partially good answer. The part where the interviewee stepped up to the plate to ensure the issue would no longer occur was a nice touch. However nobody likes it when you blame new colleagues for mistakes. If the colleague is new why were they solely responsible for the report in the first place?

“One of our clients at the end of an engagement provided a pretty mixed feedback report, however it highlighted me and my status updates as one of the more positive elements of the work. I made a note that my status reports were well received and to carry this over to other engagements. The client was so happy that they provided me with tickets to a local sporting event. Me and 3 friends had a great time”

While it is good that the interviewee was called out specifically as being one of the better parts of the engagement, the answer also states that the report was pretty mixed. Meaning that there was some negative aspects to the feedback that were not mentioned. This screams out that the interviewee is only interested in how they were perceived and not that the client had a good relationship with the business as a whole.

It doesn’t matter if the client liked you personally if they still don’t continue working with your firm.

Also taking client gifts and sharing them with your friends is a bit of a dick move. At least say you offered them to your colleagues first!

“How Do You Respond To Customer Feedback”

Example Answer 1

“I love receiving feedback from customers. That’s why in all of our after-sale communications there is a big link asking customers for their feedback. I believe that understanding how a customer feels about our business and process is fundamental to our growth.

When I receive feedback the first thing that I do is thank the customer, regardless of whether the feedback is good or bad. If the feedback is negative I quickly look to rectify the issue and fix the underlying problem, if the feedback is positive I share it with my team to provide encouragement to continue the good work

For example, quite recently we were tasked to provide a market research report for a new client. When we issued the report we received both good and bad feedback.

The client was more than pleased with the work and output from our focus groups and stressed how they thought we went above and beyond in this regard. Upon hearing this I sent the feedback to our Senior Management team to highlight how one of my colleagues who led the session could enhance our focus group processes so that the same level of service can be deployed to all of our clients.

On the other hand the client was displeased with how long the report took to produce and be issued. I immediately apologised to the client and assured them that in the future we will ensure they are given a more robust timeline so they know exactly when to expect our reports. I also discussed with our management team how we could potentially deliver our reports in stages as some areas of the report take longer to complete than others. This was discussed and agreed by the execs and is now part of our offerings to each client”

Example Answer 2

“In my role as a customer service representative for a software company, I highly value customer feedback. We actively encourage customers to share their thoughts and experiences through our various feedback channels.

When I receive feedback, my first step is to express gratitude to the customer, regardless of whether it is positive or negative. If the feedback highlights an issue or concern, I immediately focus on resolving the problem and addressing the underlying cause. Conversely, if the feedback is positive, I share it with my team to acknowledge their efforts and motivate them to maintain their excellent work.

Recently, we had a customer who provided feedback on our software’s user interface. They expressed their appreciation for the intuitive design and user-friendly features. I promptly shared this feedback with our development team, emphasizing the importance of their attention to usability and their success in delivering a positive user experience.

However, the same customer also expressed frustration with the speed of our software’s response time during peak usage. Recognizing the significance of their concern, I personally reached out to the customer to apologize for any inconvenience caused. I assured them that we would prioritize addressing this issue to enhance performance during high-demand periods. Subsequently, I engaged with our development and infrastructure teams to explore optimization measures and improve response times. As a result, we implemented several enhancements to ensure smoother operation, and I informed the customer of the steps we had taken to address their feedback.

Furthermore, I initiated discussions within our company about the possibility of scaling our infrastructure during peak usage periods to better accommodate increased demand. These discussions involved our management team, technical experts, and infrastructure providers, and we established a plan to allocate additional resources during peak times to maintain optimal system performance.

By actively listening to customer feedback and taking prompt action, we continuously strive to improve our software and meet customer expectations. It is essential for us to value customer insights and implement necessary changes to enhance their overall experience.”

Interview Question: Tell me about a time when you have had to make a decision using only limited information? – Answer Tips

June 6, 2023 by Mike Jacobsen

Watch the video or read the text article below

Question forms part of

Civil Service Question Bank
The MOST Common Interview Questions

What the interviewer is looking for by asking this question

The interviewer wants to understand your decision making process and how that process works under less than ideal situations.

It is easy to say what you would do when the ‘correct’ answer is obvious, but the interviewer is looking to see how you cope when the ‘correct’ answer isn’t obvious.

And of course with questions like this the interviewer is not only looking for how you WOULD handle the situation they are also looking at how you HAVE PREVIOUSLY handled similar situations.

The interviewer wants to see that you have faced difficult decisions before and they want to see how you fared.

The best approach to answering this question

As with all scenario based questions it is best to use the Situation Task Action Result method. Come up with a time that you needed to make a decision and then talk it through with the interviewer.

It is important that you recognise that making decisions without all the facts is not an ideal scenario.

The first thing you should mention therefore is how this differed from your normal decision making process. Talk about how you tried to follow your usual process (in order to make an informed decision) but something caused you to be unable to.

It is best – in an interview setting – to lay the blame on an external party or force. A random shift in the weather might have caused your timescales to change and an immediate decision was required. Or even a vendor going bankrupt unexpectedly causing a disruption in the supply chain.

Something that you could not have seen coming and forces you into a bind.

Then use some time to discuss how you went about making your decision, using your experience and expertise to make the best possible decision given the hindrance.

Finally wrap up your answer by talking about how after you made your decision you went back and looked at why you were put in that spot in the first place, i.e. why wasn’t the information available, and how you took steps to prevent a re occurrence in the future.

How NOT to answer this question

“I do not make decisions until I have all of the necessary information, I always prepare in advance so that nothing can surprise me”

You might think this is a good approach to this question. You show the interviewer that you prepare for all eventualities and as such are never caught off guard. Thereby being able to make rational informed decisions every time.

But that is not feasible.

In the real world there are a lot of unknowns. You will often have occasions where the info you require is unobtainable.

If you answer this question like above the interviewer will not be impressed with your thoroughness and level of preparedness. No, the interviewer will think you are inexperienced and naive. Probably cocky as well.

Which is not good

“In the end I just went with my gut and it ended up being the correct decision”

If you say this in the interview the interviewer will just think you got lucky, not that you have some special heightened instincts for decision making in business.

Tell me about a time when you had to make a decision without all the information you needed – Example answers

Example Answer 1

“When I worked as a store manager for X I was there on Day 1 of a new store opening and it was my job to make the staff schedule.

Now if you’ve ever been responsible for creating the shift rota you know that the number of colleagues you need is based on forecasts. Forecasts that are largely driven from past data.

But this was a new store so I needed to decide how many staff we should have in without knowing how many staff we were going to need!

I had to think about things tactically. While it would not be ideal to have too many staff in it would be worse if we had too few; so any judgements I were to make would have to err on the side of over staffing.

Through my experience I knew how many staff members were needed to manage a store when empty and when at peak. Now I just needed to make an informed estimate of how many customers to expect.

I reached out to similar sized stores in the organisation and started to speak to the store owners within the area to get an idea of what to face.

Eventually using the information I had gathered I completed the schedule. Day of opening rolled around and luckily we had enough staff to motor through, toward the end of the shift we probably had too many colleagues on the shop floor but that just meant we were able to provide even better customer service. Gotta make a great first impression after all!

After things had settled down I reported to my senior management team that in the future it would be wise to provide the store manager with the analysis that was used when deciding to open the store in this location as it would have had a lot of the necessary information for me to make my decision”

Let’s dive into this answer and see what was done right:

The scene was set quickly and in an easy to understand manner
The interviewee quickly realised what information was missing
The interviewee made educated and rational judgements in formulating the decision
The answer shows that the interviewee was correct in her judgement without coming off as boastful or cocky
The whole thing is wrapped up with suggestions on how to improve for the next time around

To make the answer even better the interviewee could have talked about how they usually make a rota but given that the answer is already quite detailed I would say any interviewer would be impressed with the above.

Example Answer 2

“In my previous role as a project manager for a construction company, I encountered a significant disagreement among the team regarding the selection of subcontractors for a new project. We needed to choose the right subcontractors based on their expertise, availability, and cost-effectiveness, but we didn’t have access to all the relevant information.

To address this disagreement, I initiated a meeting with the project stakeholders and team members involved in the subcontractor selection process. We discussed the available options and the limited information we had at hand. It became clear that the team was divided between two subcontractors, each with their strengths and weaknesses.

To make an informed decision, I suggested conducting thorough background research on both subcontractors, including their past performance on similar projects, client feedback, and their financial stability. I assigned team members to gather as much information as possible within the given time frame.

In addition to the research, I reached out to industry contacts and colleagues who had worked with these subcontractors before. Their insights and experiences provided valuable perspectives that helped fill the knowledge gaps.

Once we had compiled the available information, I organized a follow-up meeting to present the findings and recommendations to the team. During the meeting, I encouraged open and constructive discussion, allowing team members to voice their concerns and preferences based on the gathered data.

To ensure fairness and transparency, I proposed a voting process in which each team member could express their preference and provide justification for their choice. However, I emphasized that the final decision would consider the overall project requirements and objectives, rather than solely relying on individual opinions.

After the discussion and voting process, we reached a consensus on the subcontractor selection. Although we couldn’t obtain all the facts, we made the best decision possible based on the information we had gathered. Throughout the project, we closely monitored the subcontractors’ performance and adjusted our approach if necessary.

Looking back, I believe that despite the limited information, our collective effort and thorough research allowed us to make an informed decision. It highlighted the importance of leveraging available resources, industry connections, and collaborative decision-making processes to mitigate risks associated with incomplete information.”

Interview Question: How do you handle disagreements within your team? – Answer Tips

June 6, 2023 by Mike Jacobsen

Question forms part of

Civil Service Question Bank
The MOST Common Interview Questions

What the interviewer is looking for by asking this question

This is a leadership style question. If you are going for any sort of managerial based role you should expect some variation of this question, it is an extremely popular question.

And popular for good reason. One of the main responsibilities of a manager is to resolve any issues that their team members face and this could mean resolving issues between team members.

The interviewer is asking this question for 2 reasons. Firstly to understand how well you handle conflict and how successful you are in mediating issues between colleagues and coming up with the best solution for the business.

Secondly the interviewer is looking to hear what experience you have in conflict resolution. It is all well and good describing what you would do in a theoretical example, but the interviewer wants to know how you have reacted in a similar situation in the past.

Past behaviour is a better predictor of future behaviour after all

The best approach to answering this question

The best way to answer this question is to provide an example of when two of your direct reports were at odds over a business decision.

It is best if your example remains strictly professional – I’m sure we’ve all seen personal issues spill over into the workplace and as a manager you need to be able to handle those situations but unless specifically asked about a personal conflict keep it about business matters.

The example you provide should have both colleagues taking opposing views on the matter where it is your job to make a final decision. The most simple example to show what I mean is: colleague A wants to go with supplier A while colleague B wants to go with supplier B.

John wants to use Microsoft Excel, Jane wants to use Google Sheets

Obviously there are a multitude of other conflict types that you could talk about, but this hard and fast, either option A or option B. Putting the situation in black and white like this is a lot easier to explain in an interview. You want the interviewer to be crystal clear on what the disagreement was, what each side’s position was and you want to be able to show how your resolution was clearly the best for the business.

Talk about how you came in and used a calm, reasoned and deliberate approach when deciding which option to go with and talk about how you considered the feelings and effort input from your team members when communicating your decision.

Ultimately you need to talk about how you resolved the conflict and make sure you highlight that both parties were ultimately content with how things played out.

How NOT to answer this question

“My team has always worked well together and as such we do not have any conflicts”

Terrible answer. Every one who has managed a team will at some point have faced a conflict between team members.

The person who answers the question like this might think that they are showing the interviewer their great management skills; “my team never disagrees because I lead them so well”, but in actuality the interviewer will come away thinking that the interviewee has little or no experience with management.

Conflict happens in all businesses and it will not behoove you to pretend it doesn’t when being interviewed.

“When my team members have disagreements I leave them to sort it out amongst themselves, everyone is a grown adult and should be able to handle their own affars”

Another example of a poor answer. The whole idea of being a leader is to help your team through struggles. While sometimes it is best to allow team members the opportunity to collaborate it is not a good example to use when being interviewed.

How do you handle disagreements within your team? – Example answer

Example 1

“As Product Owner at X company it was my responsibility to prioritise the backlog of tasks. The way things worked in our organisation was that any stakeholder could raise an item to add to the backlog, then as a team we would discuss in which order it would be best that they were worked and deployed.

Ultimately however the final decision on priority lay with myself.

As you can imagine with so many different areas of the business raises items, each with their own agendas and goals the backlog meetings would often end with a lot of disagreement

One such occasion we had two business areas both asking us to deploy a change to our product and both were asking for the change to be deployed in the next sprint. Unfortunately we only had the dev resource to implement the one change in this cycle.

The backlog call became heated between the two representing colleagues and I was forced to cut the meeting short to let cooler heads prevail.

After the meeting I sat with both colleagues to further understand the urgency behind both changes. Asking them to describe the benefits of the change and also the drawbacks of waiting until the next cycle.

Once I had this information in hand it was clear to me which change would be most beneficial to the business. I invited both colleagues into a meeting where I had compiled the information into a presentation deck with a few charts showing the resources available within the product team and the relative benefits of each change.

Explaining it this way allowed both colleagues to fully appreciate the restrictions that were on my team and also the comparative benefits of each change.

Both colleagues left the meeting happy with the outcome and both changes were pushed into production in the next 2 sprints”

Example 2

“As a Team Lead at Y company, I encountered a significant disagreement among two team members regarding the implementation of a new project management tool. One team member strongly advocated for using a popular tool that had gained traction in the industry, while the other team member believed that a lesser-known tool would better suit our specific needs.

To address this disagreement, I initiated a meeting with both team members to understand their perspectives in more detail. I encouraged an open and constructive discussion where each team member had the opportunity to express their views and provide supporting arguments for their preferred tool.

After carefully listening to both sides, it became evident that the disagreement stemmed from a difference in understanding the project requirements and how each tool aligned with those requirements. To facilitate a resolution, I proposed a compromise. I suggested conducting a thorough evaluation of both tools, including their features, scalability, integration capabilities, and user feedback. This evaluation process would involve representatives from different departments, such as IT, operations, and finance, to gather a well-rounded perspective.

By involving a diverse group of stakeholders in the evaluation process, we aimed to ensure that the final decision aligned with the needs and objectives of the entire organization. I assigned a neutral team member to lead the evaluation, gathering feedback from each department and conducting hands-on testing of both tools.

Once the evaluation was complete, I organized a follow-up meeting to present the findings and recommendations to the team members who initially had differing opinions. This presentation included a detailed comparison of the two tools, highlighting their strengths, weaknesses, and alignment with our specific project requirements.

During the meeting, I emphasized the importance of considering not only individual preferences but also the overall benefit to the team and the organization. I encouraged an open dialogue and asked both team members to share their thoughts on the evaluation results and their potential impact on our project success.

Ultimately, the team members agreed to adopt the tool that had received the highest ratings and demonstrated the greatest compatibility with our project requirements. This decision was reached through a collaborative process that considered objective data and the input of various stakeholders.

By effectively managing the disagreement and involving the team in the decision-making process, we not only resolved the conflict but also strengthened the team’s cohesion and commitment to the project’s success.”

More examples…

Check out “INTERVIEW SUCCESS: How to answer 20 of the Most Popular Interview Questions (with over 100 sample answers

Interview Question: Learn Something New – Answer Tips

June 6, 2023 by Mike Jacobsen

Tell me about a new skill or qualification you have learned over the last 6 months?

Question forms part of

Civil Service Question Bank

What the interviewer is looking for when asking this question

This is an extremely popular question – particularly in public service roles like the Civil Service – so you should make sure you have a good answer ready. And make sure you are ready to answer any questions about what it is you were learning or upskilling in (which you will have no trouble with I’m sure since you recently)

When asking this question the interviewer is keen to understand if you are someone who will go out of their way to learn something new if it will help you perform your role.

The interviewer is also trying to gauge how well you can learn something new. It’s not enough to just be willing to learn something new but you need to be able to show that you can learn new skills and new technologies quickly.

This is especially important when you are moving into a new organisation. There are a number of technologies that are ubiquitous (Microsoft Office) but every organisation will have its own software suite that you will be expected to learn very quickly.

The best approach to answering this question

Obviously the best approach is to tell the interviewer what you have learned recently!

Always have a few things in your mind for this question as there are a number of different ways it could be asked:

Tell me about something you have learned in the past 6 months
Tell me about something you have learned in a previous role
Tell me about something you are learning now
Tell me about something you think you will need to learn for this role

See how each question is fundamentally the same but over different timelines. If you go in with how you learned SQL for a previous role and the question actually asks about what you are learning now then you will be stuck.

A good thing to do is to say you enhanced your knowledge on something that is in the job description/advert. Mention how you had been using the software/tool/skill for a while in your current role but you felt that you were not getting the most out of it so took on formal learning to round out your knowledge.

The interviewer will always have follow-up questions. So prepare yourself for questions in relation to the thing you learned. For example if you learned new project management techniques the interviewer might ask you which one you use the most. Or if you learned a new programming language the interviewer may ask which language is your favourite to code in and why.

Things like that. So whatever new skill or technology or process you learn make sure you can, and are ready to, answer detailed follow-up questions.

How NOT to answer this question

“I haven’t learned anything new recently, my current role doesn’t allow me any extra time to take on new skills and there is no real need to as my job doesn’t change”

Don’t say this. Even if it is true that you have no free time at all the interviewer will not look favorably on an answer like that.

If you are in a job that ‘doesn’t change’ you could talk about how you learned a new skill that would make the job faster.

“A new IT system was deployed in work and all of us in the office were required to get certified in how to use it. We went to a training seminar and there was a test at the end. I am good with computers so it was no problem for me”

This is another example of a pretty poor answer. While yes, technically, the interviewee has shown that they are capable of learning new things the answer doesn’t show much enthusiasm for development. The scenario in question was thrust upon the interviewee and they didn’t really have much choice in whether to take part.

The final remark about being good with computers comes across as flippant. It also is pretty vague. What part of computers is the interviewee good at?

“Tell me about a new skill or qualification you have learned over the last 6 months?” – Example Answer

Example 1

“In my current role I use Microsoft Projects extensively for scheduling tasks when working with certain clients. A few months ago I learned that one of our newer clients used Primavera as their preferred PM tool.

Even though the new firm were content that we continue to use Microsoft Projects I thought it would be best to upskill myself on Primavera so that I at least could understand what the client was used to versus what we would be providing.

I started by following some courses on LinkedIn and eventually I asked my employer if they would support me in attaining the certification – which they did.

I passed the qualification on the first go and was able to successfully amend our MS Project reports so that they more closely resembled what the client was used to”

This is a decent answer for a few reasons:

1 – The interviewee was proactive in seeking out opportunities to learn. They seen that there might be a gap in the service quality they could provide their new client and immediately looked at ways to fill it.

2 – The interviewee embarked on the learning on their own and only came to their employer once they were ready to be certified.

3 – They managed to slip in how they passed on their first go without sounding too big headed (it’s ok to be a little big headed during an interview though)

Example 2

“During the past six months, I have actively focused on expanding my skill set and acquiring new qualifications. One significant skill I have developed is project management. I pursued this skill because I recognized the increasing importance of effective project management in today’s fast-paced and dynamic work environment. I observed that projects often encountered challenges related to scope, timelines, and resource allocation, leading to inefficiencies and delays. To address this, I decided to invest my time and effort in learning project management principles and techniques. I believed that by gaining proficiency in project management, I would be better equipped to lead and contribute to successful projects, ensuring timely delivery, efficient resource utilization, and optimal outcomes. Additionally, I knew that possessing project management skills would enhance my career prospects and make me a valuable asset to any organization.”

More examples…

Check out “INTERVIEW SUCCESS: How to answer 20 of the Most Popular Interview Questions (with over 100 sample answers!)”

Mike Jacobsen

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