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Applicant's check in a structured interview
In the preselection or online assessment, you are only one number. Their suitability is determined more or less by automated filters. In the interview, however, you will be judged by your interview partner. This is not necessarily sitting with you at the table.
Interviews on pre-selection are mainly conducted by telephone. One speaks of structured interviews, that is, the interviewer works with each candidate from a certain set of questions in order to be able to systematically compare the candidates. Much of the interview questions are predictable. You should be prepared for the following questions:
1. motivation questions
In any case, count on questions that are based on the motivation for the Casting such as "What's your interest in the position?", "Why would you like to work for our company?", or "What fascinates you about our industry?". Their central motif must be derived from the range of tasks of the target position.
They must be able to convey credibly that the combination of certain activities and thematic areas, which includes the position, is particularly attractive. If you can already draw on initial practical experience - for example, an internship - this is much more convincing than if your motivation is based on assumptions.
2. Why these companies?
This question always comes up: "Why us?" - and often the HR specialist or boss wants to hear something positive. Therefore, think carefully about what makes the company particularly attractive to you - apart from a good payment and high social benefits. For example, the following points:
- Are they the development perspectives, opportunities for further training or the international environment?
- Does the company have a certain unique feature that inspires you?
- Is the company market or technology leader in certain areas?
- Does it produce a particularly innovative product?
3. Your strengths and weaknesses
Questions about strengths and weaknesses are aimed at your self-image. Make yourself aware of what you are really able to achieve. Primarily, it is about creating authentic properties that are really strong, instead of generating a supposed ideal profile. Candidates who try to reflect the desired profile of requirements one-to-one and sell it as their own strengths portfolio are mostly unbelievable. It is important to provide a total of three to five strengths. Do not just leave your mark on catchphrases, but also give concrete examples of the situation in which you could play the respective strengths.
When asked about weaknesses, you should be able to name two or three behaviors that you are dissatisfied with or about whom you still need to work on. Decisive here is that even weaknesses must be authentic, because an interviewer wants to recognize the extent to which an applicant's ability to self-reflect and self-criticism is pronounced. Empty-language or tactical maneuvers, in which weaknesses to strengths should be reversed, come very badly. In this context, the "impatience" is most often sought, which transported between the lines rather positive messages - so strengths. For many staff, this weakness is causing aversion and is often interpreted in such a way that the applicant is not particularly reflective or has read certain job application guides.
4. Competence-oriented situational questions
Questions such as "When did you demonstrate your conceptual abilities for the last time?" Or "Which situations required you to have a special communication skill?" Are often questioned about the extent of competences relevant to requirements.
Which requirements are relevant can be easily deduced from the job advertisement. You score points when you can describe real-world situations and show how, for example, you solved a rather tricky problem at a communicative level and achieved a good result. When setting up, orient yourself to the formula PAR, which stands for "problem", "action" and "result".
5. What you can do in advance
A good interview preparation is based on a good location determination. This, in turn, is 80 percent of content work, which you must first carry out in the silent chamber. Begin by stating your answers to the most important questions such as motivation, strengths and weaknesses. Identify the most important competences based on the requirements profile, create events that you can use to underline them, and structure them according to the PAR principle.
Please be sure that you are asked to tell about yourself at the beginning of the interview. Prepare a short self-presentation. If you are hard on topics such as strengths and weaknesses, then reflect on them with a mentor or feedback, which would already be with the remaining 20 percent. This also includes interviewing a sparring partner once and checking whether the answers are plausible and understandable for your questioner.
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