Why did you choose this job?
Ever since I can remember, I’ve been interested in this line of work. What attracts me to it is the opportunities it gives me to interact with people, solve problems and work autonomously. I love the fact that one day I could be out on the road helping clients with their problems whereas the next day I can be in my office working with a team of people trying to solve a complex technical problem. I very much enjoy working in a service industry such as ours where I can satisfy clients.
What factors do you think determine a person’s progress in an organisation?
In my view, there are three things that determine a person’s progress in an organisation. These are, first, an ability to do the job well, including a willingness to learn new things and adapt to changing circumstances; second, to be able to fit in with the culture of the organisation (i.e. be able to get on with colleagues); and third, to have high levels of drive and motivation. Certainly these are the three things that I insist upon for myself in the workplace. If at any time I feel I’m not at my very best in all three areas, I stop and ask myself what I can do to improve matters. I don’t think anyone can truly be happy in their work if all three areas are not being satisfied. So far they’ve held me in good stead.
Why would you like to work for our organisation?
Yours is the sort of company in which I could maximise my contribution. All my research has revealed that you are not only market leaders in service standards and product innovation but that you also have a great work culture. Everyone I’ve spoken to has talked about the high levels of support, training and recognition employees receive. You offer great career prospects, interesting work and family-friendly policies. Above all, I’ve always been very keen to work for a company that offers challenging and cutting-edge work.
What do you want to be doing in your career five years from now?
I’d like to be doing what I’m doing now—that is, enjoying my work, working hard and contributing to the best of my abilities. Of course, I’d expect that in five years time my added experience would hold me in good stead for greater responsibilities, which is something I look forward to taking on when the time comes. The most important thing, however, is to be happy, productive and a valued member of the team.
Describe your ideal job.
This job that I’m applying for contains many, if not all, of the ingredients of my ideal job. It contains a lot of variety, is intellectually challenging, will allow me to work on my own as well as in a team environment (the best of both worlds), and will also allow me to offer creative solutions to clients. I’ve always thrived in challenging and results-driven environments and this job offers me all of that.
What motivates you?
There are lots of things that motivate me in the workplace, but three of my biggest motivators would have to be problemsolving— especially highly technical problems that require specialised knowledge; learning new things and keeping up to date with all the changes in my field; and working in a cooperative team environment where we’re throwing ideas off each other and coming up with creative solutions. I love the camaraderie that goes with that.
What qualities do you think are important to be successful in this field?
The qualities necessary to be successful in this field would include the skills and knowledge to actually do the job properly. I’m not just talking about all the technical skills, such as knowing how to operate the various software programs and a comprehensive knowledge of the relevant legislation and how to apply that legislation, but also an ability to get on with people, possess great communication skills and know how to plan and organise your work whilst working under considerable pressure. I also think high levels of motivation and drive are very important. These are all qualities that I possess and can bring to this position from day one.
Tell us about a time you handled a difficult situation with a coworker.
Last year one of our colleagues was displaying a lot of aggressive behaviours, including dominating team meetings, belittling other people’s ideas and not cooperating. I approached the rest of my colleagues about him and soon realised everyone was feeling the same as I was. We decided not to take the matter to our manager until we had the opportunity to talk to him first. So we decided that at our next meeting we would raise these issues with him. I was chosen to initiate the discussion. At the meeting I avoided personalising the problem and I avoided using inflammatory language. I also adopted an upbeat and optimistic tone. The results were better than we anticipated. He thanked me for the delicate manner in which I raised the issues and also thanked us all for talking to him first before taking it further. After our meeting, his behaviours changed markedly for the better.
Tell us about a time you had to meet a very tight deadline.
When I was working for the Interplanetary Commission, I was required to meet multiple tight deadlines. I was able to consistently meet all my deadlines by adhering to sound planning and organising principles. These included planning my work well ahead so there were no surprises, ensuring that everyone in my team was well trained and well aware of their responsibilities, always having various contingency plans for when things went wrong, and never accepting more work than we could handle. The effectiveness of these practices was highlighted by the fact that my team never missed a deadline and was seen as the standard-bearer for performance within the organisation.
What sort of manager would you like to work for?
I’d like to work for a manager who knows how to do his or her job properly as well as knowing how to lead staff. It’s important that managers know how to do their job well, otherwise they can lose credibility amongst their staff and a manager without credibility will soon lose the respect that is needed to be an effective leader. My ideal manager would understand and practise sound leadership principles such as consulting with staff, acknowledging people’s hard work, providing regular feedback and not intimidating or bullying people. My view is that a good manager is a firm but fair one and knows how to gain the commitment of staff.
Have you performed the best work you are capable of?
Yes I have, and I’d like to think that I do it on an ongoing basis, not just on so-called important occasions. Performing the best work you are capable of, in my view, requires high levels of motivation and a willingness to work hard and learn from your mistakes. These are qualities that I bring to the workplace every day, and I believe the proof of this can be seen in the quality of my work and the praise I have received from former employers. My work on the Odysseus Project, where I exceeded all my targets and played an important role in bringing home the goods, is an example of my daily work rate and contribution.
How do you deal with criticism?
I view positive criticism as being the same as constructive feedback—something which is designed to improve my performance, which is important to me. If I’m criticised about an aspect of my work I try my best to locate the source of the problem and do my best to rectify it. Viewed in that light, criticism can be a great learning tool. On the other hand, I do not take kindly to criticism that is not constructive, where the main objective is to hurt or undermine the other person. In such cases I’m inclined to approach my critic in an open manner so we can work things out. I don’t think there’s a place for negative criticism in the workplace—it just undermines morale.
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