How do you deal with criticism?

Good answer
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 criticized 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.
Not so good answer
I don’t like people criticizing my work. No one’s perfect and
I never go around criticizing other people’s work. Let he who
is without fault cast the first stone. Of course, I expect my
team leader to criticize my performance if I make a mistake,
but I think it’s important that the criticism be delivered in
the proper manner, with no belittling or bullying. I’ve seen
too many people get crucified over minor mistakes which
undermines their commitment to the organization.
Comments
The first answer’s strong suit lies in its ability to distinguish between
constructive and negative criticism and its statement of how the
candidate would respond to each of those. The second answer’s
weakness lies in the candidate’s reluctance to be criticized by
colleagues. Even though the part about belittling and bullying is
good, one comes away thinking that the candidate may be a little
too sensitive to criticism.

Have you performed the best work you are capable of?

Good answer
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.
Not so good answer
Yes I’ve managed to perform at my best on several occasions.
I tend to be at my best when the pressure is on. If I know
there’s a lot at stake I roll the sleeves up and really give it all
that I’ve got. If that requires working late and on weekends
then so be it, as long the job gets done. I love a challenge
and enjoy delivering the goods under pressure.
Comments
The strength of the first answer is its argument that performing at
one’s best is something the candidate does all the time rather than
an occasional approach reserved for special circumstances. It also
lists the qualities required for someone to perform at their best and
then goes on to give a specific example. The second answer is
commendable for the candidate’s willingness to roll the sleeves up
when there’s a lot at stake; however, an employer would like that
sort of dedication all the time.

What sort of manager would you like to work for?

Good answer
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 practice 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.
Not so good answer
I think it’s important for a manager to have good people
skills. The best manager I worked for was able to get on with
her staff in the workplace as well as outside. She was a good
friend to all and everyone knew they could turn to her in
time of need. She never turned anyone away and always tried
her best to look after us. More people turned up to her farewell
dinner than to the general manager’s.
Comments
The second answer is too narrow. Good managers need to be more
than just liked by their staff. They also need to be good at their jobs
and firm with staff when and if the need arises. It’s possible that
well liked managers may be operating inefficiently in order not to
lose popularity amongst staff. The first answer is a more complete
one. Not only does it acknowledge the importance of getting on
with people, but it also acknowledges the importance of being firm
when the need arises as well as having good work skills.

Tell us about a time you had to meet a very tight deadline

Good answer
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.
Not so good answer
The way I meet tight deadlines is by making sure that I stay
back and put in the hard yards. When something unexpected
arises or we are experiencing a particularly busy period, I’m
not one to shirk my responsibilities. If it means staying back
to complete the work on time, I’ll do it. In my view there’s
no substitute for hard work.
Comments
The first answer adheres to the classic components of the four steps.
It starts off by providing a context (step 3), then follows up with
examples of how deadlines are met (step 2) and finishes by stating
positive outcomes (step 4). It gets right to the point, provides multiple
examples of how to meet deadlines and states great organisational
outcomes. The second answer is commendable because of the
candidate’s willingness to work hard to get the job done, but it is
too one-dimensional. Meeting deadlines requires more than just
hard work. It also requires an ability to work smarter

Tell us about a time you handled a difficult situation with a coworker.

Good answer
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.
Not so good answer
There was one time when one of my colleagues was not pulling
his weight, nor was he being at all cooperative with other
members of our team. The manager failed to pick it up because
some members of the team covered for his mistakes and he
would always go out of his way to be extremely friendly when
the manager was around. So one day when he was being
uncooperative I pulled him aside and let him know what I
thought about him. Ever since that day his behaviour towards
me changed. He went out of his way to be friendly towards me
and he made sure all the work that I needed was done properly.
Unfortunately, his behaviour towards the other members of
our team did not alter at all. The lesson I learned was that you
have to stick up for yourself because no one else will.
Comments
The first answer demonstrates an ability to consult with colleagues,
the capacity to solve a problem on your own rather than immediately
escalating it to management, and an ability to communicate highly
sensitive information in an appropriate manner. It also demonstrates
a great outcome for everyone involved. The second answer is too
narrow in its focus. It solved the problem only for that individual
but fails to address the broader issue of team harmony and
cooperation.

What qualities do you think are important to be successful in this field?

Good answer
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 organize 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.
Not so good answer
The qualities necessary to be successful in this field would
include a detailed understanding of all the various software
programs required to complete operations. Not only does one
require knowledge of how to operate the software but also
how to fix things when they go wrong and something is
always going wrong. The same can be said for the complex
legal technicalities. As you well know, in our industry the
devil is in the detail and a superficial understanding of the
legislation can lead to a lot of trouble. As well as having a
thorough understanding of all the programming requirements
of this job, I also have a comprehensive knowledge of the
legal subtleties.
Comments
This type of question invites you to go directly to the main duties
of the job you’re applying for and use those as your answer (it is
the same strategy that’s used in answering the motivation question).
The first answer does just that. It is superior to the second response
because it covers more bases. As well as talking about the technical
skills, it also talks about getting on with people, planning and
organizing, and good communication (the generic competencies).
The second answer is not a bad one, but it falls into the common
trap of only focusing on the technical side of the job.

What motivates you?

Good answer
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.
Not so good answer
Probably my biggest motivator is having a fun job, one I
really look forward to and excel in. There’s nothing worse
than turning up to a job you don’t enjoy day in day out.
Also, I love having great work hours. I don’t mind staying
back occasionally and lending a hand, but I wouldn’t want
to be doing that all the time. I also love working in the city
because it’s easy to get to from where I live and it gives me
easy access to great shops and restaurants.
Comments
The first answer would only be an effective one if the duties mentioned
in it—solving highly technical problems, keeping up to date with
the latest innovations and enjoying working creatively in a team—
were all part of the job description . . . the point is that an excellent
strategy for answering the motivation question is to go to the main
duties of the job and talk about those.
The second answer begins well but fails to mention what
constitutes a fun job. Thereafter it is a fatally flawed answer. Working
hours and location of work may very well be motivating factors,
but they should never be mentioned because they fail to demonstrate
how you will add value to the job.