Employers can set many different interview tasks, so get the competitive edge by preparing for what you might encounter Presentations These assess your ability to communicate clearly and formally, testing your skills in timing, persuasion, analysis, public speaking and creativity. Interview presentations usually last 10-20 minutes, and are prepared in advance using Microsoft PowerPoint. Employers using assessment centres may set impromptu presentation tasks based on an exercise you've already completed. You'll be given around 30 minutes to prepare, which tests your response to pressure. Regardless of the scenario, ensure that you: discover how you'll be assessed; focus on your primary aims and desired outcomes, tailoring your presentation accordingly; include an introduction, main section and conclusion; minimise visual prompts, highlighting key messages using figures, bullet points and short sentences; prepare for questions by familiarising yourself with background information. When giving your interview presentation, ensure that you: maintain eye contact with your audience; remain calm; speak loudly enough to grab everyone's attention; stay within the allotted time, leaving room for questions; use pauses to allow the audience to absorb your words. Group exercises These usually involve 8-10 candidates, and are often used in assessment centres or when organisations have multiple vacancies. The recruiter will usually provide an industry or workplace-related problem that requires a solution. Candidates are assessed to performance criteria that accounts for key competencies including teamwork, leadership, enthusiasm, decisiveness, persuasiveness, problem solving, critical thinking, communication and commercial awareness. Three typical group exercises are: Ice-breakers - Aimed at relaxing and bonding the team, these are one of the most common interview exercises. They often involve completing a task such as building a tower from straws, paper and pins. Discussion - You're usually given a business scenario and asked to reach a logical conclusion. Usually, no member is designated leader so candidates may be asked to lead the discussion in turn. Role play - Candidates are provided with a particular role, background information and a brief. One common example is a mock meeting, where each candidate assumes a specific function and is expected to fulfil individual and group objectives. Interviews - Here, you're interviewed alongside fellow candidates. Employers are interested in your engagement with others in a competitive situation. Stand out in a group interview by displaying your knowledge of what's being discussed, and highlighting the skills and experiences that make you unique.

1. Can you briefly explain what the hiring process is like for your office? We currently use a number of different platforms for recruitment campaigns depending on the skills specification we are searching for. 1) ZHA website 2) Refer a friend 3) Adverts on LinkedIn and other external sites 4) Recruitment agencies (specific to the role) 5) Headhunting campaigns driven by the HR department 6) Graduate recruitment schemes All CV’s and portfolios are sent through to the HR department for an initial screening process, all applications are logged on our CV database and the successful applications are then forwarded to the recruiting manager whilst the unsuccessful applicants are informed. The recruiting manager will liaise with HR to set up the 1st stage interview; this will ordinarily be with the Head of HR and one of the Associates from the project team. During the interview, candidates will be asked to talk through their portfolio, challenges and how they think their previous experiences are relevant to ZHA and the role they are interviewing for. Finally they will be given the opportunity to learn more about the role and ask any questions they may have. If they are successful at the 1st interview they are normally invited for a final interview with the Project Director. We have recently implemented a new requirement for certain candidates to complete a software test prior to interviewing, such as a Revit test designed by our BIM and Workflow Manager. 2. What is the top way(s) you acquire your new hires? We have found most success with our Refer-a-Friend scheme, recruitment agencies and head hunting of passive candidates. We find that our website and adverts can often attract a high volume of under qualified candidates. Our exceptionally talented teams live and breathe the company brand and ethos therefore they are best placed to recommend potential candidates for specific roles and projects. 3. What are you primarily looking for in an architecture applicant’s resume? We look for a number of key elements: Do they have enough relevant experience for the role they are applying for? Do they have experience working on projects similar in form to ZHA’s? Software skills are essential, we use a multitude of software platforms so it’s important that all new staff are experienced with software such as Rhino, Grasshopper, Maya, and Revit, etc. Previous employment; have they worked in similar environments or would they struggle with our office culture? Have they demonstrated growth and progression in their career trajectory? 4. What are you primarily looking for in an architecture applicant’s portfolio? As with the previous question, we look for examples of similar projects and what contribution the individual made to the project. We also look at experience gained and the number of challenges they have confronted with examples of the outcomes. Good quality of presentation and materials presented – the details reveal a lot about an individual’s care, commitment, and attitude. The complexity of projects they have realised and the quality of the outcome.

Behavioral-Based Interviewing is grounded in the theory that the most accurate predictor of future performance is past performance in a similar situation. With this type of approach, also known as Critical Behavior Interviewing (CBI), employers pre-determine the core competencies or skills required for success in a particular job. When an interviewer asks CBI questions, they are probing for “behavior patterns” rather than “correct” answers. You can not “wing” a CBI interview. Success requires deliberate preparation. Next time, I will give you tips on how to effectively answer these challenges. For now, here are 50 questions to get you thinking. 1. Describe a time on any job in which you were faced with stresses which tested your coping skills. What did you do? 2. Tell me a time in which you had to not finish a task because of a lack of information. How did you handle it? 3. Give an example of a time in which you had to be relatively quick in coming to a decision. 4. Relate a time in which you had to use your verbal communication skills in order to get an important point across. 5. Describe a job experience in which you had to speak up to be sure that other people knew what you thought or felt. 6. Can you tell me a time in which you felt you were able to build motivation in your co-workers or subordinates? 7. Give me an example of a specific occasion in which you had to conform to a policy with which you did not agree. 8. Describe a situation in which you felt it necessary to be very attentive and vigilant to your environment. 9. Provide an example of a time in which you had to use your fact-finding skills to gain information for solving a problem. 10. Give me a time in which you had to set an important goal in the past and tell me about your success in reaching it. 11. Describe the most significant piece of writing which you have had to complete. 12. Tell me an example of a time when you had to go above and beyond the call of duty in order to get a job done. 13. Can you tell me a time when you were able to effectively “read” another person and guide your actions by your understanding of their individual needs or values? 14. What did you do in your last job in order to be effective with your organization and planning? Be specific. 15. Describe the most creative work-related project which you have carried out. 16. Tell me a time in which you felt it was necessary to change your actions in order to respond to the needs of another person. 17. Give me a specific example of a time when you used good judgment and logic in solving a problem. 18. Tell me a time when you had to carefully analyze a situation in order to be effective in guiding your actions. 19. What did you do in your last job to contribute toward a teamwork environment? Be specific. 20. Give me an example on any job in which you faced a problem and tell me how you went about solving it. 21. Describe a situation in which you were able to positively influence the actions of others in a desired direction. 22. When working on a team, what role do you usually take? Why? 23. Tell me of a time when you had to take initiative to develop an innovative project to achieve better results. 24. Give me two examples of when you did more than was required in any job experience. 25. By providing an example, how did you handle a time where others on your team were negative. 26. Everyone has to bend or break rules sometimes. Recall an example of when you had to do this. 27. Describe the process you went through to make one or two of the most important decisions of your professional life. 28. Have you ever been the latitude to make a decision for your boss? If so under what circumstances? 29. What process do you use to establish priorities? Be specific. 30. Describe an experience in which you had to pull together resources which are not under your control. 31. Give me a time when one of your suggestions was put into practice by your supervisor. 32. Tell me a time when you had to implement change in your area of responsibility. What did you do to get them underway? 33. What ways have you found to make your job easier or more rewarding? 34. Give an example when you persuaded management to do something they were first reluctant to do. What was the result? 35. Provide an example of how you resolved a conflict with you and another person when you disagreed with each other. 36. Describe in any job experience how you developed rapport with your peers and your supervisor. 37. Tell me about a time when you have had to utilize a system to inform your supervisor and teammates. 38. Give some examples of ways you minimize stress in your life. 39. By providing an example, tell me when you have had to handle a variety of assignments. Describe the results. 40. Describe the most creative way you have solved a customer’s problem. 41. Tell me about an accomplishment that you are very proud of and why it means so much to you. 42. Provide me with an example of a time when you had to teach someone a new skill or procedure. 43. Describe a job experience when you successfully communicated with someone that did not personally like you. 44. Tell me about a time when your supervisor was not satisfied with the quality of your work. What actions did you take? 45. Describe a typical day. How do you decide what to work on and what goals to accomplish? 46. Give me an example of a time when your schedule was interrupted by unforeseen circumstances. How did you handle it? 47. Describe for me a situation when you failed to meet a deadline. What things did you fail to do? What did you learn? 48. Tell me a time when you were on a team and one of your teammates was not pulling his/her weight. How did you handle it? 49. By providing an example, tell me of a situation where you had to use your ability to negotiate. 50. Describe for me a job experience when you had to serve as the leader in order to accomplish a goal.

In different forums, LinkedIn and other professional societies we can hear an expression “Business Architect” more and more. The first association that comes to the mind is ‘Oh, this is, probably, about architects of business – the masters of companies and other firms’. The second association obviously appears in conjunction with construction architecture – if it is not about palaces and mansions, then about regular houses and buildings for sure. And at the peripheral mind, we recall about constructors, those who actually realise architectural ideas. Everything is in order, everything is OK. Are you sure? Ask those who claim to be Business Architects what is their role in the enterprise? I assume that in 9 cases out of 10 (if not more) the answer will be something like this: “We help business managers to run the enterprise business”. Oops! Business managers are in 99% people who are taught and trained to be business administrators, i.e. people who should administer construction of the enterprise. What has happened in our society – why business architects are not in the same roles as construction architects and why we use the same word to depict actual opposite roles? You do not know what I mean, don’t you? Here you are: in the construction industry, architects define what the building will be (by realizing the requestor’s wish) while in business (of any type) an architect is just a servant or, in the best case, an advisor to the managers who construct the enterprise. I have an answer to this, but first of all, I’d like to ask the Business Architects themselves. You will be able to find my answer in my responses to the following 10 question. Yes, I am one of Business Architects and it would be unfair to ask colleagues while hiding my opinions.

Entry level jobs can be especially tricky to recruit for. Unlike recruiting for roles that have a more seasoned candidate base, hiring managers often have to read between the lines and determine if a candidate will be successful based off limited work experience and how the candidate presents themselves in the interview process. Because of this, knowing what to ask the candidate during the interview is integral to a successful hire. When you are ready to interview your next entry level hire, make sure you keep these 5 questions in mind. 1. What made you decide to apply to this job? This one seems obvious but it’s important to ask. You’d be surprised how many candidates can’t really answer this question, or answer it in a way that underwhelms such as “I need a job and this was hiring.” Candor is a plus, and in situations like this is a huge benefit. It gets bad candidates in and out the door faster. 2. What part of your previous experience do you think translates to being successful here? This can seem like a trick question, especially if the candidate doesn’t have much traditional work experience. What you’re really looking to find out is how quickly a candidate can come up with a cohesive, impactful response. Many entry level candidates will have little to no experience to call on, so this gives you a peek into how quickly they can solve a problem when there is an obvious barrier in their way. 3. What do you see your day to day being in this role? This is a must to ask. By asking the candidate to tell you what they see as their day to day responsibilities, you will get a great idea of how well they will fit to the role. If they think they will be running the marketing department as an entry level analyst and refuse to accept why they wouldn’t be given the chance, you can assume they are a bit out of touch and may be a problem to manage later on. If you let them know politely though that they are a bit off and they take it in stride and with unflagging enthusiasm for the opportunity, there is a good chance you’ve found a winner. 4. How would you approach a superior with a suggestion, problem, or criticism? This question gives you a peek into how the candidate could handle team dynamics and the problems that may arise, as well as how they deal with addressing issues that may need supervision from management. No one wants a subordinate that’s constantly making a mountain out of a molehill or going over their head on petty issues, but it can be just as damaging if the employee is too timid to bring problems to light until it’s too late. Use this to get an idea of their conflict resolution skills and how much confidence they have in dealing with uncomfortable situations. 5. What do you hope to learn from this job? This is a round of finding out their strengths and weaknesses. Sure, you can ask them that directly, but do you think any candidate will actually tell you they are horrible at reports or have never run a campaign for a client? Entry level candidates will probably have a lot they want to learn, so pay close attention to what they say as compared to their resume or previous experiences and why. Couple this with how much training you can provide for the role and you’ll be able to tell how well the prospect matches up. If they are looking to learn an entirely new skill set and you don’t have the time train, the position may not be the best fit and you’d want to look for someone looking to grow their current skillset more fully through daily application. Conversely, if you have a strong training program and the person is extra motivated to start on something new and could make a big impact, it only makes sense that you hire and train them, not give the position to someone that would be uninterested in receiving training for new skills. The questions you ask in the interview process will vary greatly depending on a variety of factors. With entry level candidates though you can usually ask two to three of the above questions to get a good feel for how they would perform in your company and the role. You know your company and the position best, so feel free to adapt these questions as you see fit. Best of luck making your next great entry level hire.

Through sales assessment test answers, you will provide to prospective employers an insight into your on-the-job actions. The exam is similar to a personality test; it delves into the factors that motive you, as well as the values and interests that are inherent within your perspective. The sales aptitude test analyzes three main dimensions - sales skills, personal skills and job skills. It is focused on behavior, attitudes, values and the skills that carry a sales rep into the realm of success. You can easily prepare for this test. Research has proven that preparation for an exam such as the sales skills test has the power to enhance the resulting score. If the occupation of sales representative calls to you, then you owe it to yourself to fully prepare for this influential test. Format of the Sales Skills Assessment Test The sales aptitude test is generally along the lines of a sales personality test though you can expect to answer questions relating to the specific knowledge of job skills, along with skills that are inherent in the sales profession. The exam consists of a multiple-choice format. The questions concern the working environment of a sales representative. Most sales skills assessment tests are administered online. Some prospective employers prefer to administer the exam using paper & pencil. Content of a Sales Skills Test Sales assessment tests contain at least one scenario section, highlighting sales and job skills; and a self-assessment portion that focuses on your own interests, preferences and values. Self-assessment questions will involve a particular statement. You will choose the response that best reflects the degree to which that statement applies to you. Sales scenario test will place you within a realistic sales representative situation. The task will involve marking the response that best represents the action that you would take in that set of circumstances. Learn more about the sales situational judgement test. Cognitive aptitude measures a variety of additional skills needed for being a successful sales rep – reading skills, basic math skills, attention to details, and more. Sales Skills of Thriving Sales Representatives Employers are looking for certain skills and traits that can be found in top sales representatives. Becoming a sales rep is open to anyone who possesses empathy, personal drive and the gift of gab among a host of other traits. The characteristics that are the focus of sales assessment tests include: Ability to manage hostile reactions Talent for questioning and listening Ability to prospect for clients The person who can kick a goal and close sales Teamwork Knowledge of products and markets Enthusiasm and the will to succeed Initiative Acceptance of accountability Open to criticism Preparation Is the Key to Exam Success How you take the sales skills test is very much a part of how you become a sales representative. This is a test that is taken seriously by employers to minimize attrition and find the best employee for the sales position. You have the opportunity to thoroughly prepare for a sales assessment test. Pre-employment test preparation is what JobTestPrep does best. What's Included 55+ various tests 5 Sales SJT practice tests 15 Reading comprehension practice tests 6 Vocabulary tests Personality test plus a complete breakdown of the ideal Sales profile 15 Basic math & math word problems 21 Clerical reasoning practice tests 6 separate study guides The complete study guide for the Sales profession Detailed explanation for each question Solving tips & a score report Immediate online access, practice 24/7 Secured payment

What can you expect when you sit down for an admissions interview with Northwestern University’s Kellogg School of Management? A lot of fairly reasonable questions. Kellogg is the only prestige business school in the world that requires all MBA applicants to request an interview and ultimately interviews a high percentage of them. In a few cases, applicants who cannot be paired with an interviewer in a far flung location can be waived from the requirement. All admitted students, however, are interviewed before they matriculate. The policy was put in place by legendary Dean Don Jacobs who led the Kellogg School from 1975 to 2001 and led the institution to global prominence. For many years, especially in the early 1980s, it was as much a selling tool as it was an evaluation technique. Kellogg alumni and students often persuaded applicants who would otherwise go to rival schools to instead attend Kellogg if accepted. In any case, the practice gave Kellogg a distinct advantage in admissions because it was the only school that could best assess a student’s communication and interpersonal skills as well as professional presence. Other business schools never saw their applicants in those days unless they wandered on campus and into the admissions office. Kellogg alums do the vast majority of off-campus interviews all over the world, while the school’s admissions staffers and current students do most of the on-campus interviews. In a typical year, alumni do about two-thirds of the interviews (precisely 66.8% last year), while admission staffers do nearly three of every ten (exactly 26.12%%). The remaining 7% of the interviews are done by students. There’s a general set of questions that interviewers are asked to pose to MBA candidates in a manual put out by the school. But there also are variations, depending on the person who does the interview. The most common questions, culled from reports by applicants during the 2011-2011 application season follow: Walk me through your resume. Why do you want an MBA now and why now? Why Kellogg? What will you bring to the Kellogg community and how would you get involved? What is your biggest accomplishment at your current job? What are your short and long-term goals? What has been your most significant leadership experience? What would your peers say are three things you bring to the team? Tell me about a significant challenge at your current job Tell me about a time you had to motivate a group of people to work towards one thing Tell me about a time you had to sway a team toward your point of view. Tell me about a time where you had to handle conflict within a team. Tell me about a time where you worked with someone who wasn’t doing their share of the work. Tell me about what you contribute to your team (in the context of work)? What would your teammates say about you? What is one negative thing they would say about you? Is there anything you would like to point out that is negative on your application? What other B-schools have you applied to? How can I be sure that you would pick Kellogg if you were to be admitted? Do you have any questions for me?

You've optimized your resume, taken the courses, and laid down the groundwork for your entrance into the career path of a computer programmer. However, one very significant milestone still needs to be reached before you take your first step into the position itself: the interview. Computer programming jobs require a vast array of technical knowledge and skill sets, and interviews are critical to employers looking to hire the right programmer for the right position. Because of this, you can officially cease being afraid of being too technical. One of the best strategies to demonstrate your readiness for the job is to speak the lingo of the job itself. Computer programming is a field which has, out of necessity, created close to an entire language for itself, and interviewers will be probing to find out if you are aware of that language and if you are competent in speaking the jargon. Key terminology and concepts should be inserted into conversation as they fit, and you can feel free to discuss specific technical aspects with your interviewer in order to best display your aptness with the language. Prepare for Examination It is also exceptionally common for computer programming interviews to include examinations and tests. The two primary types of testing that you might undergo are problem solving exercises and technical exams. Most interviews require some sort of question and answer sessions, but in the case of programming careers, you can expect to be tested more rigorously on your problem solving abilities. Interviewers will be interested not only in the end result of a solution to a problem, but also your process in coming to that solution. Prepare yourself for explaining your methods of brainstorming and how you come to one conclusion rather than another. Technical exams are tests that frequently appear in computer science related interviews. These aren't common in other types of career interviews, and should be taken seriously and prepared for. A common test includes a visual confirmation of your ability to write in various computer coding languages. Technical examinations exist in order for you to demonstrate your hands-on prowess in the field and should be viewed as an excellent opportunity to prove yourself rather than a terrifying opportunity to fail. Make sure you've reviewed your basic computer programming skills and refreshed yourself on things you may not be completely solid on in order to impress your potential employer and validate skills that you have listed on your resume. Be in the Know in the Now Interviewers for computer programming positions are also keen on finding out if you are up-to-date with current software, coding languages, and technological advances that may directly or indirectly impact your profession. Whether or not you are asked openly, it would be wise to impart some of your thoughts on current advances in the field of programming that might have effects on your position as a computer programmer. Being knowledgeable about what is currently going on in your field of study is important not only for your own benefit but for being able to demonstrate your interest in an interview. Brush up on your awareness of current technical debates or advances before your interview to best impress your potential employer.

This study focused on the development and psychometric testing of the HCAT. The systematic review, qualitative studies and comparisons of core competencies generated a comprehensive pool of items. The sample of participants provided the opportunity for testing the psychometric properties of the instrument. The results indicated that HCAT has a four-factor structure, and satisfied level of internal consistency. In addition, the test-retest reliability reconfirmed the stability of the overall scale and four subscales. This rigorous process of tool development and psychometric testing ensures the validity and reliability of the HCAT. The four-factor structure of the 36-item HCAT was robust and the domains reflect clinical competence required for nursing undergraduates. In the realm of Professional, Legal and Ethical Nursing Practice, the ten items were all loaded in their original factor. It appears that all these items reflected the expected behaviour of a professional nurse. Interestingly, Item 13, “shows caring attributes towards clients and families”, which was formerly incorporated in the Management of Care subscale, demonstrated the highest loading on the Professional, Legal and Ethical Nursing Practice subscale (.519). This result suggests that caring attributes is also a crucial aspect of professional nursing practice. Indeed, the caring attributes of a nurse has been discussed in the scholarly work of Carper as “the art of nursing”. The ten items emerged from the Management of Care subscale, and these items typify the knowledge, clinical, communication and critical thinking skills built on clinical exposure and experience . Hassmiller recommends that nurses must develop basic competencies to meet the demands of dynamic clinical situations, with a focus on clinical preparation, emphasising quality and safety, evidence-based practice and leadership. Item 19 and 20, “identifies potential clinical risks through clinical risk assessment tools”, and “identifies risk management strategies to maintain safe care environment”, were cross-loaded on two to three factors. These items were removed from this subscale. However, these items still have face validity, and relevant contents were added to the behavioural cues to illustrate the nursing management of a safe environment. It is interesting to note that certain items were loaded in two factors (Item 5, 7, 17, 25), which reconciles with the fact that nursing practice is complex and requires the combination of knowledge, psychomotor skills, attitudes and critical thinking skills . Allocating the items to a factor according to the higher item loading coefficient could be a reasonable approach . In this study, the ten items included in the Leadership and Nursing Management subscale focus on managerial and leadership skills, resource utilisation, and a safe working environment. Item 21, “provides a safe care environment for clients”, and was previously included in the subscale of Management of Care. In fact, this item demonstrated the highest loading of .490 on Factor 3. The empirical results suggest that nursing leadership encompasses management of people, resources and environment. It has been acknowledged in the literature that leadership qualities of nurses impact the possibility of sustainable, safe, and high-quality care. Furthermore, highly skilled practice and increasing dependence on the nurse’s role in coordination and management promotes the continuum of care .

They say it’s all about who you know. Sure, that may be the case for job-seekers and aspiring actors...but it’s also just as true for employers. Someone you know might be able to connect you with your future #dreamjob, and someone we know might be able to connect us with a dream employee. Salesforce is growing, and we’re constantly looking for smart and creative people to join our team, especially in today’s war for talent. Who do we know who’s smart and creative? Our current employees, of course! It only makes sense that they know people who are also likely to thrive here...which is why employee referrals are our #1 source of new hires. “Our employees are our best brand ambassadors, and they trust in our referral program, ” said Kate Israels Recruiting Operations Program Manager. “They know when they refer connections for a job here, they’re in good hands. Employees can track their candidacy through our self-serve My Referrals app, find the names of the recruiter and hiring manager, see the date they’ll get paid out for a bonus...you name it! We’re all about transparency and giving our referrals the ‘white glove’ service.” A strong employee referral program can be the secret to a successful recruitment strategy at any company. Here are our top six ways to encourage employee referrals at your company in order to build a bigger, better, more brilliant workforce. 1. Give referrals and referrers the VIP treatment We process referral applications promptly and provide valuable feedback to both the employee and the referral in order to ensure the best possible experience. Internally, we have a dedicated team whose sole responsibility is processing and prioritizing referrals including a Chatter community in which employees can engage with an expert from the Employee Referral Program team in real time. This ensures that employees have a seamless experience...and will continue to refer again and again. 2. Host employee referral events We organize recruitment happy hours and encourage employees to invite high-caliber connections within their professional network. These referred guests learn about our company and meet the people who can connect them to their #dreamjob, while hiring managers and recruiters get a chance to socially interact with candidates. It’s a win/win situation...and it’s fun! 3. Give recognition for participation, not just for hires This past year we surprised dozens of employees with a pair of San Francisco Giants tickets...just for submitting a referral. Recognition shows our appreciation for participation in the program, regardless of whether or not a referral is ultimately placed. 4. Drive excitement with contests and spiffs Referral spiffs are a great way to drive pipeline for specific open positions and motivate employees to refer. All employees who submit referrals during the designated time period are entered to win amazing prizes. 5. Identify Social Ambassadors Encourage employees to share company news with their networks in order to increase company awareness. That way, when an employee mentions a great opportunity, they know who your company is and look forward to hearing from you. 6. Implement referral bonuses And of course, we offer a modest bonus to employees who refer. This incentivizes our employees to recommend talented people who they believe are really right for the job, and rewards them for a referral well done. Your employees are your strongest and most powerful recruiters. Implementing just a few of these strategies can help amp up your recruitment efforts in order to win the war for talent.