Interviewing the interviewer

For several years, large organisations like the NHS and government departments have defined and promoted sets of organisational values. These are often shaped through workshops and consultations with management, staff and the public, all with the aim of establishing strong, shared principles. Interview candidates are often asked to provide examples of how they would demonstrate or have demonstrated these values. But no matter what the candidate says, there’s no real way to guarantee that they will actually live by those values if hired. Does the person posing the question genuinely believe in and practise the values they are asking the candidate to uphold?

I have sat on both sides of the table, both physical and virtual having been a candidate and a member of many interview panels. From that experience, I have seen how interviewers are unprepared or fail to embody the very values they expect from applicants. Meanwhile, candidates walk in with a mix of emotions, from nervousness to confidence, carrying high expectations of fairness and professionalism from the panel. There is a certain irony here. Many organisations that proudly promote bold values have struggled to deal with systemic issues like bullying, harassment and victimisation. Issues that have been exposed in various public inquiry reports. Recommendations are made in these reports but no change regarding organisational culture.

It is so important for job seekers to do their research and ask questions of the interviewers. Yes, you may want the job, is this the right organisation for you? Observe the panel and pay attention to the questions they ask.

Interviews should not be a one-sided exchange where the organisation holds all the power.