monthly - 75 (not sure if vat inclusive)
Matt has passed on your enquiry so that I can hopefully put some estimates to you about using a Ltd company.
Based on a £100k gross contract and allowing for travel of £350 per month, £900 pa Accountancy, Say £1500 pa sundry expenses and allowing for a £6500 salary for yourself and £3000 for your wife who I understand already has other income (so this is subject to change as a result).
With these assumptions I would expect your after tax income to be approx £76500 (so 76.5%) which assuming your wife was a 50:50 shareholder could be drawn from the company by way of dividend without any further personal tax arising. If the gross contract was higher than £100k then there would be the possibility of additional higher rate personal tax to extract any additional profits.
The 50:50 shareholding with your wife allows the % level to be this high due to the tax free dividends that can be allocated to her. Although income splitting rules not being implemented and the arctic system case have alleviated some risk here it is not impossible for HMRC to question the shareholding ratio so you would still need to be comfortable that this split was justified.
In terms of expenses that can be claimed the typical things would be travel and subsistence, stationery, Accountancy and professional costs, Wages and salary, pension, use of home and anything else that was incurred on the performance of your work.
Our premium service includes the cost of setting up the company as well as all of the annual and quarterly compliance work required for the company and you personally. Our website goes in to more detail on this subject.
There is an alternative to the Ltd company route that I should make you aware of as it is specificalyy for contractors. This would give you an 80-82% return regardless of the contract value and without the need to utilise your wife's allowances which is a tax efficient umbrella structure for contractors. There are lots of providors of such products in the market place, many of which quote dangerously high returns not to mention very dangerous practices however the one that we would recomend is very much the market leader and is only available through referring accountants (Many of whom use the structure themselves) who fully understand its structure. If you are interested in exploring this then let me know.
Otherwise if you have any further queries about our service please let me know.
Sunday, 10 October 2010
myaccountant
Service Summary
As discussed, MyAccountant.co.uk specialise in providing incorporation, advice, ongoing accounts, administration and invoicing for your limited company, leaving you to concentrate on the contracting. You’ll increase your take-home pay by at least 10-15% by operating in this way when compared with a PAYE umbrella. It is by far the most tax efficient method of operating for contractors earning over £40,000 per annum.
Based on the figures which you kindly provided, you’d be looking at a ‘take-home’ (after all taxes) of at least 73.25% ; this works out as approximately £6,505 per month. Please be advised that this is a guide figure and is subject to a number of variables (eg. actual annual turnover, salary level, share split, eventual expenses amount etc.)
You would be assigned a fully qualified personal Accountant (with specific experience of working with contractors) to provide advice and help with all queries, from general questions to detailed accounts issues ; we pride ourselves on our client care and strive to offer a friendly, jargon-free and proactive service.
How a Ltd company operates
The way it works is that, once your company is incorporated, MyAccountant.co.uk invoice on your behalf and gross earnings are then paid from the agency directly into your business bank account. We then advise what amount needs to be set aside for tax liabilities, with a monthly salary and tax-efficient dividends then drawn off by you into your personal account as ‘take-home’ earnings. The MyAccountant.co.uk service is designed to take all the hassle out of your hands, leaving you to focus on the contracting, whilst also taking advantage of your ltd company tax benefits.
Your responsibilities
The responsibilities which you take on are those of setting up the business bank account, deciding your salary/dividend split and making the requisite tax payments to HMRC as and when advised by us.
MyAccountant.co.uk Services
Accountancy Services:
ü Preparation of full year-end Accounts and quarterly Management Accounts
ü VAT Computations & Returns
ü PAYE / NI Computations & Returns
ü Corporation Tax Computations & Returns
ü Completion of all Year End Returns
Bookkeeping and Payroll Services:
ü Bank Reconciliations and Cash Book
ü Director’s Remuneration (up to 5 payroll instances per month)
ü Preparation of Sales Invoices
Company Secretarial Services:
ü Provision of registered address
ü Preparation and Filing of all HMRC/Companies House Forms
ü Preparation and Filing of Company Annual Return
Fees
| Service | Fee | Current Offer |
| Full Ltd Company Services (non VAT-registered company) | £99+VAT per month | 12 months for the price of 9 |
| Full Ltd Company Services (VAT-registered company) | £120+VAT per month | “ |
| Ltd Company Incorporation | £100+VAT (one-off cost) | Free |
| Ltd company Close-down (if required) | £350+VAT (one-off cost) | £295+VAT |
| Personal Tax return | £150+VAT per annum | £125+VAT |
We can also tailor this to your requirements ; you can choose the complete service or modify the services to your specification (and reduce your fee if you want to dispense with certain options). We don’t operate ‘hidden’ charges in addition to these; we prefer to be up front about our costs and that’s where we differ from a lot of accountancy providers.
Although we always promote MyAccountant on the basis of quality of service, if you have had a like-for-like quote elsewhere that you consider particularly good value for money, then just let me know and I’d be happy to try and beat this.
Additional Information
I’ve also included Service Information, our Expenses Handbook (which shows what can what be claimed) and a Client Registration Form (along with ID compliance guidelines) so you can see what details we’d require from you if you were happy to proceed.
Thursday, 7 October 2010
accountant 4 freelancers
Chris King
Director - Lions Accountants Ltd
Tel: 01473 709066
incorp - 150
gross - 63 ( 75 incl vat)
Hi Ravi
Thanks for your email.
If we are to be appointed as the company's Accountant then we can arrange the formation of a new company for you. The information we'd need is listed below. Our one-off fee for incorporating the company would be £150 (paid in advance) and our annual fixed fee (for preparing accounts from your records, tax returns for the company and you, employer returns and tax planning) would be £590 p.a. payable on a monthly basis.
Information required:
1. Full name, address and date of birth for you the Director;
2. Full name, address and date of birth for the Company Secretary (if required);
3. Registered office address for the company;
4. A scanned copy of your passport;
5. A scanned copy of a recent utility bill confirming your address;
6. Preferred name (plus a couple of alternatives) for your company;
If you can provide the information today and arrange payment of the company set-up fee to us (I can provide bank or Paypal details) then the company will be ready for you next week.
Best wishes
Chris King
Director - Lions Accountants Ltd
Tel: 01473 709066
kbaccountancy
I have attached information on our Accountancy services for Contractors & Freelancers and I have taken the pleasure in attaching our information pack which includes our First Time Contractors Guide, application form and card payment form.
We offer a complete package that includes completion of accounts, payroll bureau, dividends, corporation tax computations, self assessment tax returns and all company returns. The cost of our service, which also includes unlimited access to your dedicated account manager, is only £75 + VAT per month. The limited company set up is FREE!
Essential Package only £75+VATper month
- Formation of your limited company FREE of charge.
- VAT and PAYE registration for your limited company.
- Free business banking with Cater Allen (worth £15 / month).
- Quarterly VAT returns.
- Your personal tax return completed FREE (worth £175)
- Monthly payroll service including all year end submissions.
- Annual Statutory Accounts
- Filing all statutory returns including Corporation Tax Returns.
- Dealing with all correspondence from HMRC & Companies House
- Guidance on IR35 & S.660
- Dedicated Personal Accountant and team
- Unlimited phone calls and emails to answer questions or offer advice
- K & B act as your Registered Office address
Our Essential PLUS package which costs £120+VATper month which is fantastic value for money, it includes all of the above plus the additional services listed below:
- Unlimited IR35 reviews by Bauer & Cottrell
- Professional Indemnity Insurance (£1 million)
- Employers Liability Insurance (£10 million)
- Public Liability Insurance (£1 million)
- Additional employee payroll
- Self assessment tax return for up to 2 people
I hope that you will find our first time contractor guide to be of interest. If you would like to discuss your specific circumstances in greater detail, or feel that we may be of further assistance, please call me on 0207 038 8061 or email michelle.adams@
If you would like to register for our services please complete the application form and email it to me along with the completed credit card payment document for our first month accountancy fee.
Special Autumn Offer Join us today and receive 1 month accountancy services for FREE!! ( Saving up to £141.00) Or Receive £100 cash bonus.*
Yes for everyone who joins K&B using our monthly contractor Accountancy Services before 31st October 2010, you will pay us no accoutancy fees for 1 month or you can receive a cash bonus of £100.
*The first months accountancy fee will be payable when you join and you will receive month 2 for free and payments will commence from month 3. Cash bonus will be paid as soon as you have paid for 3 months service.
Thursday, 30 September 2010
compenticies
16 CORE COMPETENCIES
A. ACTION ORIENTATION Demonstrates a readiness to make decisions, take the initiative and originate action.
B COMMERCIAL AWARENESS Understands and applies commercial and financial principles. Views issues in terms of costs, profits, markets and added value.
C CREATIVITY AND INNOVATION Creates new and imaginative approaches to work related issues. Identifies fresh approaches and shows a willingness to question traditional assumptions.
D DRIVE AND RESILIENCE Maintains effective work behaviour in the face of setbacks or pressure. Remains calm, stable and in control of themselves.
E FLEXIBILITY Successfully adapts to changing demands and conditions.
F INTERPERSONAL SENSITIVITY Interacts with others in a sensitive and effective way. Respects and works well with others.
G LEADERSHIP Motivates and empowers others to reach organisational goals.
H ORAL COMMUNICATION Speaks clearly, fluently and in a compelling manner to both individuals and groups.
I PERSONAL MOTIVATION Commits self to work hard towards goals. Shows enthusiasm and career commitment.
J PERSUASIVENESS Influences, convinces or impresses others in a way that results in acceptance, agreement or behaviour change.
K PLANNING AND ORGANISATION Organises and schedules events, activities and resources. Sets up and monitors timescales and plans.
L PROBLEM SOLVING AND ANALYSIS Analyses issues and breaks them down into their component parts. Makes systematic and rational judgements based on relevant information.
M QUALITY ORIENTATION Shows awareness of goals and standards. Follows through to ensure that quality and productivity standards are met.
N SPECIALIST KNOWLEDGE Understands technical or professional aspects of work and continually maintains technical knowledge.
O STRATEGIC Demonstrates a broad based view of issues, events and activities and a perception of their longer-term impact or wider implications.
P WRITTEN COMMUNICATION Writes in clear and concise manner, using appropriate grammar, style and language for the reader.
COMPETENCY & DEFINITION
ACTION ORIENTATION : Demonstrates a readiness to make decisions, take initiative and originate action.
SUGGESTED QUESTIONS
1. How do you ensure that work you delegate gets done properly and on time?
2. What have you found to be the most significant obstacles to getting people to take action? How have you handled these obstacles?
3. Describe a fire fighting situation which you dealt with, what did you do and how did you do it?
4. What changes have you introduced into your current role?
5. What have you done when something has happened, or needs to happen where there are no parameters to deal with it?
6. Is there scope for improvement in your department? What have you done about it?
DESIRED BEHAVIOURS
1. Initiates activities, achieves outcome and sees situations through to conclusion
2. Sets challenging performance standards for self and team
3. Displays a clear sense of priorities and uses relevant information
4. Shows evidence of contingency planning and recovery of situations
5. Displays energy and enthusiasm to achieve outcome
6. Willing to take a risk to do something differently.
NEGATIVE INDICATORS
• Shows no evidence of completing projects
• Fails when obstacles are encountered
• Procrastination
• Misses opportunities
COMPETENCY & DEFINITION
COMMERCIAL AWARENESS: Demonstrates a full understanding of how businesses & industries operate; knows his/her own market well & is commercially aware.
SUGGESTED QUESTIONS
1. Thinking about the competition in your industry who do you think will be the winners and losers over the next couple of years? Why?
2. How do you ensure that you keep abreast of developments in your respective market? (Both in terms of product & industry sector) How does this assist you in your current role?
3. Tell me about an instance when you have turned business away. Why did you do it? How did you do it?
4. Have you ever “lost” short-term business for a longer-term gain?
5. How do you decide upon the priority business opportunities to focus on?
6. Tell me about some of the mistakes you made in business. What were the consequences?
DESIRED BEHAVIOURS
1. Knowledge of own market areas
2. Knowledge of competitors
3. General commercial knowledge of specific industry sectors
4. Knowledge of how businesses operates
5. Knowing which business activities/opportunities will yield the best results
6. Knowing when efforts are not leading to results
NEGATIVE INDICATORS
• Does not make commercially viable decisions.
• Does not “chase the money”
• Has no planned approach for business growth
• Afraid to turn business away
COMPETENCY & DEFINITION
CREATIVITY & INNOVATION: Demonstrates an ability to approach situations with an open mind and demonstrate a unique way to solve problems as opposed to relying on others.
SUGGESTED QUESTIONS
1. Give me an example of a problem in work that you have resolved with a completely different, or unusual approach.
2. What were the results?
3. When have you had to back down and why? What were the outcomes? How did you take it?
4. When, in business, the information you receive is unclear, how do you get clarity?
5. How has your approach to solving a standard problem changed?
6. How have you improved your product, services, and position in the market?
DESIRED BEHAVIOURS
1. Free thinking, broad vision, intuitive, imaginative
2. Shows ability to think laterally, sees the angles
3. Demonstrates the ability to try and experiment with alternatives
4. Bored with tried and tested
5. Introduced new products, service, markets
6. Tries and experiments with alternatives, where initial routes have proved unsuccessful
NEGATIVE INDICATORS
• Uses standard methodologies
• Predictable and conformist
• Sticks to the tried and tested
• Prefers routine approach
• Lacks imagination
COMPETENCY & DEFINITION
DRIVE AND RESILIENCE: Remains positive and optimistic when setbacks occur; always finds a way forward.
SUGGESTED QUESTIONS
1. Describe a situation where you have had to change something you were personally very pleased with. How did you feel?
2. Tell me about a recent project where you have encountered some resistance.
How did you deal with this?
What was the outcome?
3. Have resource limitations ever upset your plans?
4. Tell me about the worst setback you have experienced in your career / personal life to date. What did you do?
5. When did you last leave a project unfinished and why?
6. Describe a situation where you gave
your all but failed.
DESIRED BEHAVIOURS
1. Acts on own initiative
2. Tackles problems in a determined fashion.
3. Maintains effort until the client is satisfied
4. Remains positive in light of failure
5. Tough minded; becomes more determined when things don’t go well.
6. Ties up loose ends and successfully closes projects
NEGATIVE INDICATORS
• Becomes defensive when mistakes are made & blames others at every opportunity.
• Allows others to dictate to them without question.
• Does not actively seek feedback or avoids it at all costs.
• Gives up at the earliest opportunity.
• Leaves tasks unfinished.
• Impatient & easily bored.
COMPETENCY & DEFINITION
FLEXIBILITY: Ability to respond differently in different situations, to different people and to different ideas; ability to respond to changes in priority and deal with the unexpected.
SUGGESTED QUESTIONS
1. What changes have you had to handle
in your job over the past 6 months?
How fast did you adapt? How did
others adapt?
2. What problems have you encountered
by changing jobs and locations?
3. Describe an occasion when you had to completely change your plans?
4. Tell me about a situation you have encountered where you have had to make a major compromise.
5. What have the cultural differences been between the companies in which you have worked and how did you react?
6. Tell me about a situation in which you strongly opposed an initiative that was carried through.
DESIRED BEHAVIOURS
1. Manages conflicting priorities
2. Applies new skills or knowledge in
new areas
3. Establishes structures and processes to plan and manage the orderly implementation of change
4. Adapts to situations as they arise
and responds appropriately
5. Takes the lead in setting new business directions, partnerships, policies or procedures
6. Helps employees to develop a clear understanding of what they will need to do differently as a result of changes in the organisation/market
NEGATIVE INDICATORS
• Is indifferent / obstructive towards change
• Remains blinkered & unwilling to accept new ideas
• Says “we always do it this way”
• Unwilling to compromise.
COMPETENCY & DEFINITION
INTERPERSONAL SENSITIVITY: The ability to establish solid and durable working relationships with clients, and colleagues.
SUGGESTED QUESTIONS
1. Describe the range of different styles you adopt in dealing with other people at work. Give specific examples.
2. Tell me about an occasion when you have had to change your usual style to win business.
3. Describe the nature of your
relationships with your colleagues.
4. Outline the history of a strong client relationship.
5. When have you acted to retrieve a working relationship due to a mistake?
6. How do you ensure a new member of staff fits quickly into the team?
DESIRED BEHAVIOURS
1. Establishes rapport with clients and colleagues.
2. Understands quickly what the client’s needs are, picks up cues.
3. Takes a genuine interest in people and anticipates reactions
4. Listens to what others think and feel, picking up on unspoken messages
5. Concerned about what other people think and feel
6. Seeks other’s views
NEGATIVE INDICATORS
• Lack of subtlety & awareness of other’s position
• Opinionated / dogmatic
• Pompous, arrogant, insensitive to others
• Treats everyone exactly the same
COMPETENCY & DEFINITION
LEADERSHIP: takes control of situations and events; recognises and rewards others’ performance; motivates; coaches and develops others.
SUGGESTED QUESTIONS
1. Describe a time when you have set goals for an individual or for your team. How did you go about it? Were they achieved?
2. Tell me about a sensitive or difficult staffing issue you have dealt with. What did you find most difficult about it? Why was this so? What was the outcome?
3. When was the last time you disciplined a member of staff? How did you handle the situation? What was the outcome?
4. How have you introduced change to your team?
5. How do you ensure your team gets feedback on its performance?
6. Describe a situation in which you coached a team member.
DESIRED BEHAVIOURS
1. Has effectively conducted performance appraisals
2. Develops people on the job and recognises good performance
3. Coaches and trains staff, motivating teams to give their best
4. Sets clear and understandable development objectives
5. Delegates effectively
6. Confronts difficult management/staff issues promptly
NEGATIVE INDICATORS
• Believes in a tell style of leadership.
• Is insensitive.
• Demonstrates an inconsistent style of leadership.
• Tries to change how things are done without any consideration of proven methods
& working practices.
COMPETENCY & DEFINITION
ORAL COMMUNICATION: active listener; communicates clearly, concisely and confidently in all situations and using all media (e-mail, telephone, face-to-face etc)
SUGGESTED QUESTIONS
1. You must have taken part in brainstorming sessions – can you recall some of the breakthroughs you achieved? How did these come about? Give me details.
2. What methods / work style / approaches do you use to gain consensus in situations where there is disagreement?
3. How and when do you prepare before a meeting with a client?
4. Describe an occasion where by investigating a client’s needs more closely, it helped you to make a good decision.
5. What is the communication process in your company? What part do you play in it and how could it be improved?
6. In what situations do you feel uncomfortable communicating?
DESIRED BEHAVIOURS
1. Communicates clearly, concisely and confidently
2. Readily exchanges ideas/develops a dialogue
3. Listens to others and uses the information when talking to others
4. Structures what they say, so communication flows logically
5. Takes the listener as the reference point
6. Communicates information openly
NEGATIVE INDICATORS
• Plays information power game – keeps information close to the chest
• Talks too much or speaks too quickly/slowly
• Uses inappropriate language or jargon
• Keeps interrupting, doesn’t listen, waffles
• Lacks confidence.
COMPETENCY & DEFINITION
PERSONAL MOTIVATION: Demonstrates a need to achieve and is committed to personal, team and company objectives.
SUGGESTED QUESTIONS
1. What are your objectives in your current role? What steps have you taken to ensure they have been / will be met? How do they impact on others in the team? How do they impact on the business?
2. How do you monitor your own performance and what drives you to achieve objectives?
3. Have you ever been faced with a brick wall when trying to achieve an objective?
4. Have you felt at any time in the past 6 months that you achieved an objective through sheer persistence?
5. What career goals have you set for yourself?
6. How do you react to competition at work?
DESIRED BEHAVIOURS
1. Sees tasks through to completion
2. Motivated to achieve demanding targets
3. Prepares personal development plan with specific goals and a timeline for their accomplishment
4. Thrives on competition
5. Promptly notifies management about problems affecting ability to achieve objectives
6. Competitive, wants to be the best
NEGATIVE INDICATORS
• Waits for things to be done for them.
• Will ensure they achieve their objectives – at the expense of other people.
• Operates in a “blame” culture.
• Does their own thing without directing energy towards the business objectives.
COMPETENCY & DEFINITION
PERSUASIVENESS: the ability to persuade and influence other people and gain support through strong argument.
SUGGESTED QUESTIONS
1. Tell me about a situation where you have had to influence a person or a group of people.
2. Describe an unpopular change which you have had to implement / oversee. How did you achieve success? What was your intended outcome? How did you approach the situation? What challenges did you encounter? How did you resolve them?
3. When have you persuaded a manager / colleague / client to do something they were reluctant to do?
4. What approaches have you found most successful in influencing others to your point of view?
5. Describe a situation, which you have handled poorly -–what did you learn?
6. How do you tackle aggressive individuals?
DESIRED BEHAVIOURS
1. Identifies people’s needs and described the benefits to them in those terms.
2. Assertiveness / positive influencing skills, knows when to escalate issues
3. Identifies solutions which at least appear equitable to both sides.
4. Tailors the message to suit the recipient
5. Looks for leverage and areas of commonality, using analogies to illustrate and clarify points
6. Enjoys persuading people and will engage specialist help where required
NEGATIVE INDICATORS
• Waits for others to come up with new initiatives.
• Becomes defensive when challenged.
• Will shout someone down without hearing his or her point of view.
• Does not think through the pros & cons of suggestions.
COMPETENCY & DEFINITION
PLANNING & ORGANISING: Prioritises; sets stretching but realistic targets and deadlines; plans ahead and has a structured approach to work.
SUGGESTED QUESTIONS
1. Describe a project you have managed / been responsible for. How did you plan your time? (& others time?)
2. How did you deal with obstacles?
3. Have you ever managed a project, which you knew would run over the timescale?
What did you do? What could you do
differently next time?
4. In your current job, how do you schedule your time and set priorities?
5. What is your approach to deadlines at work?
6. How did you prepare for this interview?
DESIRED BEHAVIOURS
1. Evidence of prioritising workload
2. Works in a structured and methodical way
3. Plans ahead to ensure timely delivery of results
4. Manages time effectively
5. Maintains accurate management information, administrative records etc.
6. Puts a value on their own time, identifies what is appropriate to this value.
NEGATIVE INDICATORS
• Works late but unproductively most of the time, regularly misses deadlines
• Seldom completes a task unless they do all of the work themselves.
• Reactive approach
• Inflexible in modifying plans/priorities
• Is easily fazed by obstacles/interruptions.
COMPETENCY & DEFINITION
PROBLEM SOLVING AND ANALYSIS : Analyses issues and breaks them down
into their component parts. Makes systematic and rational judgements based on relevant information.
SUGGESTED QUESTIONS
1. Tell me about a time when you recognised a problem in your organisation, what did you do?
2. Give me an example of a good decision taken recently. What were your options to resolve it? Why do you think your decision was the right one?
3. Give an example of a time when you had to consider the impact of strategies on the organization and customers and how they could have affected products and services.
4. What are the major frustrations in your job and how do you deal with them?
5. What are the boring mundane or routine parts of your job, how do you keep them to a minimum?
6. How have you dealt with a problem which has had seemingly impossible obstacles?
DESIRED BEHAVIOURS
1. Effectively uses business tools and systems in a systematic effort to organize and manage information for decision-making.
2. Analyses problems by examining trends or the links between two separate parts (e.g., pros and cons using relevant, available information).
3. Prioritises work in alignment with business goals (e.g., prioritise prospects).
4. Analyses relationships among several parts of a problem, situation, product, or system.
5. Makes causal links between potential causes of events, consequences of actions, or multiple-part chains of events (e.g., identify correct products for the customers’ needs).
6. Anticipates obstacles and thinks ahead about next steps, and considers whether short-term goals will meet long-term objectives.
NEGATIVE INDICATORS
• Doesn’t gather all the facts before embarking on a course of action.
• Cannot explain solutions and basis for decisions.
• Gets easily deflected onto side issues or something more interesting.
COMPETENCY & DEFINITION
QUALITY ORIENTATION: Delivers a high quality service to external clients
and internal colleagues, maintaining Company brand standards.
SUGGESTED QUESTIONS
1. What examples are there during the past 6 months where you have personally initiated action to address a quality or service issue?
2. How do you know what your customers think of your services?
3. What complaints have you received in the past 6 months? How did you react?
4. Have you ever been recognised as an individual or as part of a team for a quality award?
5. What quality standards / systems does your current company use?
6. Who are the quality leaders in your marketplace?
DESIRED BEHAVIOURS
1. Knowledge of quality procedures and standards, sets and develops appropriate systems
2. Sets high standards of quality for themselves and others
3. Sets up guidelines relating to quality and monitors work against the standards set.
4. Initiates new initiatives in establishing and maintaining standards
5. Goes for quality rather than quantity, carefully reviewing outputs
6. Looks for ways of improving the quality of all work
NEGATIVE INDICATORS
• Just wants to get the job done – goes for a “quick fix”
• Profit rather than customer focus (“short-termism”)
• Negotiates on price too readily
• Lacks attention to detail
COMPETENCY & DEFINITION
SPECIALIST KNOWLEDGE: Has an extensive knowledge of his/her own field or department; understands the business and uses this to provide credible advice.
SUGGESTED QUESTIONS
1. What examples are there during the past 3-6 months where you have made an important decision, which turned out to be correct?
2. Have you made any poor decisions in the past 6 months? Tell me about it/them.
3. How do you gather information on clients?
4. How do you use that information to influence a business opportunity?
5. When did a client last ask you for advice?
6. How do you form business connections?
DESIRED BEHAVIOURS
1. Sound understanding of the appropriate sector.
2. Sound understanding of clients
3. Utilises knowledge management techniques to influence clients effectively.
4. Provides the client with credible advice
5. Networks within their specialist area
6. Continued professional development, keeps abreast of cutting edge technology in his/her technical area
NEGATIVE INDICATORS
• Limited knowledge of sector/market
• Does not develop business
• Shows no interest in upskilling
COMPETENCY & DEFINITION
STRATEGIC : Demonstrates a broad based view of issues, events and activities and a perception of their longer term impact or wider implications.
SUGGESTED QUESTIONS
1. Describe a challenge or opportunity you identified and how you developed a strategy to respond to it.
2. Describe a strategy you initiated to achieve a longer term business objective. What process did you use to identify it? How did you go about assessing its impact?
3. What steps do you take to keep up to date with changes in the organisation?
4. Have you ever been involved in writing a corporate/marketing/production plan?
5. What policies have you been involved in and how were these arrived at?
6. What plans have you made for your future career and how are you going to go about achieving your long term objectives?
DESIRED BEHAVIOURS
1. Takes broad strategic aims and turns them into practical plans
2. Displays awareness of impact of external factors on specific areas of responsibility
3. Demonstrates awareness of the whole system and how areas integrate
4. Evaluates the implications and draws conclusions
5. Anticipates problems and develops solutions
6. Identifies future threats and opportunities, by understanding organisation’s position as compared with competitors
NEGATIVE INDICATORS
• Focuses on the here and now
• Lacks understanding of broader issues
• Shows a lack of awareness of the company goals and aims.
• Does not comply with company guidelines/best practice
• Responds on intuition and gut feel
COMPETENCY & DEFINITION
WRITTEN COMMUNICATION: Writes in a clear and concise manner, using
appropriate grammar, style and language for the reader
SUGGESTED QUESTIONS
7. How would you set up product information documentation or presentations in order to positively influence a new product or process?
8. What examples are there during the past 3 – 6 months where you have had to make presentations to large or difficult audiences?
9. During the past 6 months how have you prepared to present a case to your Director / colleagues/ client?
10. In what situations do you feel uncomfortable with written communication?
11. Have you complied any papers or articles?
12. How do you pitch the level of written communication?
DESIRED BEHAVIOURS
1. Report writing and preparing presentations will be a regular part of their role
2. Regular usage of software tools in preparation of literature and as an aid to clarify complex information
3. Has put together hand outs or capability documents
4. Completed university/college dissertations
5. Concise, succinct use of words
6. Can give examples of tried and tested templates and documents used.
NEGATIVE INDICATORS
• Does not use all media available (sticks to one method of communication)
• Hides behind the written word
• Cannot provide examples of compiling reports/papers
A. ACTION ORIENTATION Demonstrates a readiness to make decisions, take the initiative and originate action.
B COMMERCIAL AWARENESS Understands and applies commercial and financial principles. Views issues in terms of costs, profits, markets and added value.
C CREATIVITY AND INNOVATION Creates new and imaginative approaches to work related issues. Identifies fresh approaches and shows a willingness to question traditional assumptions.
D DRIVE AND RESILIENCE Maintains effective work behaviour in the face of setbacks or pressure. Remains calm, stable and in control of themselves.
E FLEXIBILITY Successfully adapts to changing demands and conditions.
F INTERPERSONAL SENSITIVITY Interacts with others in a sensitive and effective way. Respects and works well with others.
G LEADERSHIP Motivates and empowers others to reach organisational goals.
H ORAL COMMUNICATION Speaks clearly, fluently and in a compelling manner to both individuals and groups.
I PERSONAL MOTIVATION Commits self to work hard towards goals. Shows enthusiasm and career commitment.
J PERSUASIVENESS Influences, convinces or impresses others in a way that results in acceptance, agreement or behaviour change.
K PLANNING AND ORGANISATION Organises and schedules events, activities and resources. Sets up and monitors timescales and plans.
L PROBLEM SOLVING AND ANALYSIS Analyses issues and breaks them down into their component parts. Makes systematic and rational judgements based on relevant information.
M QUALITY ORIENTATION Shows awareness of goals and standards. Follows through to ensure that quality and productivity standards are met.
N SPECIALIST KNOWLEDGE Understands technical or professional aspects of work and continually maintains technical knowledge.
O STRATEGIC Demonstrates a broad based view of issues, events and activities and a perception of their longer-term impact or wider implications.
P WRITTEN COMMUNICATION Writes in clear and concise manner, using appropriate grammar, style and language for the reader.
COMPETENCY & DEFINITION
ACTION ORIENTATION : Demonstrates a readiness to make decisions, take initiative and originate action.
SUGGESTED QUESTIONS
1. How do you ensure that work you delegate gets done properly and on time?
2. What have you found to be the most significant obstacles to getting people to take action? How have you handled these obstacles?
3. Describe a fire fighting situation which you dealt with, what did you do and how did you do it?
4. What changes have you introduced into your current role?
5. What have you done when something has happened, or needs to happen where there are no parameters to deal with it?
6. Is there scope for improvement in your department? What have you done about it?
DESIRED BEHAVIOURS
1. Initiates activities, achieves outcome and sees situations through to conclusion
2. Sets challenging performance standards for self and team
3. Displays a clear sense of priorities and uses relevant information
4. Shows evidence of contingency planning and recovery of situations
5. Displays energy and enthusiasm to achieve outcome
6. Willing to take a risk to do something differently.
NEGATIVE INDICATORS
• Shows no evidence of completing projects
• Fails when obstacles are encountered
• Procrastination
• Misses opportunities
COMPETENCY & DEFINITION
COMMERCIAL AWARENESS: Demonstrates a full understanding of how businesses & industries operate; knows his/her own market well & is commercially aware.
SUGGESTED QUESTIONS
1. Thinking about the competition in your industry who do you think will be the winners and losers over the next couple of years? Why?
2. How do you ensure that you keep abreast of developments in your respective market? (Both in terms of product & industry sector) How does this assist you in your current role?
3. Tell me about an instance when you have turned business away. Why did you do it? How did you do it?
4. Have you ever “lost” short-term business for a longer-term gain?
5. How do you decide upon the priority business opportunities to focus on?
6. Tell me about some of the mistakes you made in business. What were the consequences?
DESIRED BEHAVIOURS
1. Knowledge of own market areas
2. Knowledge of competitors
3. General commercial knowledge of specific industry sectors
4. Knowledge of how businesses operates
5. Knowing which business activities/opportunities will yield the best results
6. Knowing when efforts are not leading to results
NEGATIVE INDICATORS
• Does not make commercially viable decisions.
• Does not “chase the money”
• Has no planned approach for business growth
• Afraid to turn business away
COMPETENCY & DEFINITION
CREATIVITY & INNOVATION: Demonstrates an ability to approach situations with an open mind and demonstrate a unique way to solve problems as opposed to relying on others.
SUGGESTED QUESTIONS
1. Give me an example of a problem in work that you have resolved with a completely different, or unusual approach.
2. What were the results?
3. When have you had to back down and why? What were the outcomes? How did you take it?
4. When, in business, the information you receive is unclear, how do you get clarity?
5. How has your approach to solving a standard problem changed?
6. How have you improved your product, services, and position in the market?
DESIRED BEHAVIOURS
1. Free thinking, broad vision, intuitive, imaginative
2. Shows ability to think laterally, sees the angles
3. Demonstrates the ability to try and experiment with alternatives
4. Bored with tried and tested
5. Introduced new products, service, markets
6. Tries and experiments with alternatives, where initial routes have proved unsuccessful
NEGATIVE INDICATORS
• Uses standard methodologies
• Predictable and conformist
• Sticks to the tried and tested
• Prefers routine approach
• Lacks imagination
COMPETENCY & DEFINITION
DRIVE AND RESILIENCE: Remains positive and optimistic when setbacks occur; always finds a way forward.
SUGGESTED QUESTIONS
1. Describe a situation where you have had to change something you were personally very pleased with. How did you feel?
2. Tell me about a recent project where you have encountered some resistance.
How did you deal with this?
What was the outcome?
3. Have resource limitations ever upset your plans?
4. Tell me about the worst setback you have experienced in your career / personal life to date. What did you do?
5. When did you last leave a project unfinished and why?
6. Describe a situation where you gave
your all but failed.
DESIRED BEHAVIOURS
1. Acts on own initiative
2. Tackles problems in a determined fashion.
3. Maintains effort until the client is satisfied
4. Remains positive in light of failure
5. Tough minded; becomes more determined when things don’t go well.
6. Ties up loose ends and successfully closes projects
NEGATIVE INDICATORS
• Becomes defensive when mistakes are made & blames others at every opportunity.
• Allows others to dictate to them without question.
• Does not actively seek feedback or avoids it at all costs.
• Gives up at the earliest opportunity.
• Leaves tasks unfinished.
• Impatient & easily bored.
COMPETENCY & DEFINITION
FLEXIBILITY: Ability to respond differently in different situations, to different people and to different ideas; ability to respond to changes in priority and deal with the unexpected.
SUGGESTED QUESTIONS
1. What changes have you had to handle
in your job over the past 6 months?
How fast did you adapt? How did
others adapt?
2. What problems have you encountered
by changing jobs and locations?
3. Describe an occasion when you had to completely change your plans?
4. Tell me about a situation you have encountered where you have had to make a major compromise.
5. What have the cultural differences been between the companies in which you have worked and how did you react?
6. Tell me about a situation in which you strongly opposed an initiative that was carried through.
DESIRED BEHAVIOURS
1. Manages conflicting priorities
2. Applies new skills or knowledge in
new areas
3. Establishes structures and processes to plan and manage the orderly implementation of change
4. Adapts to situations as they arise
and responds appropriately
5. Takes the lead in setting new business directions, partnerships, policies or procedures
6. Helps employees to develop a clear understanding of what they will need to do differently as a result of changes in the organisation/market
NEGATIVE INDICATORS
• Is indifferent / obstructive towards change
• Remains blinkered & unwilling to accept new ideas
• Says “we always do it this way”
• Unwilling to compromise.
COMPETENCY & DEFINITION
INTERPERSONAL SENSITIVITY: The ability to establish solid and durable working relationships with clients, and colleagues.
SUGGESTED QUESTIONS
1. Describe the range of different styles you adopt in dealing with other people at work. Give specific examples.
2. Tell me about an occasion when you have had to change your usual style to win business.
3. Describe the nature of your
relationships with your colleagues.
4. Outline the history of a strong client relationship.
5. When have you acted to retrieve a working relationship due to a mistake?
6. How do you ensure a new member of staff fits quickly into the team?
DESIRED BEHAVIOURS
1. Establishes rapport with clients and colleagues.
2. Understands quickly what the client’s needs are, picks up cues.
3. Takes a genuine interest in people and anticipates reactions
4. Listens to what others think and feel, picking up on unspoken messages
5. Concerned about what other people think and feel
6. Seeks other’s views
NEGATIVE INDICATORS
• Lack of subtlety & awareness of other’s position
• Opinionated / dogmatic
• Pompous, arrogant, insensitive to others
• Treats everyone exactly the same
COMPETENCY & DEFINITION
LEADERSHIP: takes control of situations and events; recognises and rewards others’ performance; motivates; coaches and develops others.
SUGGESTED QUESTIONS
1. Describe a time when you have set goals for an individual or for your team. How did you go about it? Were they achieved?
2. Tell me about a sensitive or difficult staffing issue you have dealt with. What did you find most difficult about it? Why was this so? What was the outcome?
3. When was the last time you disciplined a member of staff? How did you handle the situation? What was the outcome?
4. How have you introduced change to your team?
5. How do you ensure your team gets feedback on its performance?
6. Describe a situation in which you coached a team member.
DESIRED BEHAVIOURS
1. Has effectively conducted performance appraisals
2. Develops people on the job and recognises good performance
3. Coaches and trains staff, motivating teams to give their best
4. Sets clear and understandable development objectives
5. Delegates effectively
6. Confronts difficult management/staff issues promptly
NEGATIVE INDICATORS
• Believes in a tell style of leadership.
• Is insensitive.
• Demonstrates an inconsistent style of leadership.
• Tries to change how things are done without any consideration of proven methods
& working practices.
COMPETENCY & DEFINITION
ORAL COMMUNICATION: active listener; communicates clearly, concisely and confidently in all situations and using all media (e-mail, telephone, face-to-face etc)
SUGGESTED QUESTIONS
1. You must have taken part in brainstorming sessions – can you recall some of the breakthroughs you achieved? How did these come about? Give me details.
2. What methods / work style / approaches do you use to gain consensus in situations where there is disagreement?
3. How and when do you prepare before a meeting with a client?
4. Describe an occasion where by investigating a client’s needs more closely, it helped you to make a good decision.
5. What is the communication process in your company? What part do you play in it and how could it be improved?
6. In what situations do you feel uncomfortable communicating?
DESIRED BEHAVIOURS
1. Communicates clearly, concisely and confidently
2. Readily exchanges ideas/develops a dialogue
3. Listens to others and uses the information when talking to others
4. Structures what they say, so communication flows logically
5. Takes the listener as the reference point
6. Communicates information openly
NEGATIVE INDICATORS
• Plays information power game – keeps information close to the chest
• Talks too much or speaks too quickly/slowly
• Uses inappropriate language or jargon
• Keeps interrupting, doesn’t listen, waffles
• Lacks confidence.
COMPETENCY & DEFINITION
PERSONAL MOTIVATION: Demonstrates a need to achieve and is committed to personal, team and company objectives.
SUGGESTED QUESTIONS
1. What are your objectives in your current role? What steps have you taken to ensure they have been / will be met? How do they impact on others in the team? How do they impact on the business?
2. How do you monitor your own performance and what drives you to achieve objectives?
3. Have you ever been faced with a brick wall when trying to achieve an objective?
4. Have you felt at any time in the past 6 months that you achieved an objective through sheer persistence?
5. What career goals have you set for yourself?
6. How do you react to competition at work?
DESIRED BEHAVIOURS
1. Sees tasks through to completion
2. Motivated to achieve demanding targets
3. Prepares personal development plan with specific goals and a timeline for their accomplishment
4. Thrives on competition
5. Promptly notifies management about problems affecting ability to achieve objectives
6. Competitive, wants to be the best
NEGATIVE INDICATORS
• Waits for things to be done for them.
• Will ensure they achieve their objectives – at the expense of other people.
• Operates in a “blame” culture.
• Does their own thing without directing energy towards the business objectives.
COMPETENCY & DEFINITION
PERSUASIVENESS: the ability to persuade and influence other people and gain support through strong argument.
SUGGESTED QUESTIONS
1. Tell me about a situation where you have had to influence a person or a group of people.
2. Describe an unpopular change which you have had to implement / oversee. How did you achieve success? What was your intended outcome? How did you approach the situation? What challenges did you encounter? How did you resolve them?
3. When have you persuaded a manager / colleague / client to do something they were reluctant to do?
4. What approaches have you found most successful in influencing others to your point of view?
5. Describe a situation, which you have handled poorly -–what did you learn?
6. How do you tackle aggressive individuals?
DESIRED BEHAVIOURS
1. Identifies people’s needs and described the benefits to them in those terms.
2. Assertiveness / positive influencing skills, knows when to escalate issues
3. Identifies solutions which at least appear equitable to both sides.
4. Tailors the message to suit the recipient
5. Looks for leverage and areas of commonality, using analogies to illustrate and clarify points
6. Enjoys persuading people and will engage specialist help where required
NEGATIVE INDICATORS
• Waits for others to come up with new initiatives.
• Becomes defensive when challenged.
• Will shout someone down without hearing his or her point of view.
• Does not think through the pros & cons of suggestions.
COMPETENCY & DEFINITION
PLANNING & ORGANISING: Prioritises; sets stretching but realistic targets and deadlines; plans ahead and has a structured approach to work.
SUGGESTED QUESTIONS
1. Describe a project you have managed / been responsible for. How did you plan your time? (& others time?)
2. How did you deal with obstacles?
3. Have you ever managed a project, which you knew would run over the timescale?
What did you do? What could you do
differently next time?
4. In your current job, how do you schedule your time and set priorities?
5. What is your approach to deadlines at work?
6. How did you prepare for this interview?
DESIRED BEHAVIOURS
1. Evidence of prioritising workload
2. Works in a structured and methodical way
3. Plans ahead to ensure timely delivery of results
4. Manages time effectively
5. Maintains accurate management information, administrative records etc.
6. Puts a value on their own time, identifies what is appropriate to this value.
NEGATIVE INDICATORS
• Works late but unproductively most of the time, regularly misses deadlines
• Seldom completes a task unless they do all of the work themselves.
• Reactive approach
• Inflexible in modifying plans/priorities
• Is easily fazed by obstacles/interruptions.
COMPETENCY & DEFINITION
PROBLEM SOLVING AND ANALYSIS : Analyses issues and breaks them down
into their component parts. Makes systematic and rational judgements based on relevant information.
SUGGESTED QUESTIONS
1. Tell me about a time when you recognised a problem in your organisation, what did you do?
2. Give me an example of a good decision taken recently. What were your options to resolve it? Why do you think your decision was the right one?
3. Give an example of a time when you had to consider the impact of strategies on the organization and customers and how they could have affected products and services.
4. What are the major frustrations in your job and how do you deal with them?
5. What are the boring mundane or routine parts of your job, how do you keep them to a minimum?
6. How have you dealt with a problem which has had seemingly impossible obstacles?
DESIRED BEHAVIOURS
1. Effectively uses business tools and systems in a systematic effort to organize and manage information for decision-making.
2. Analyses problems by examining trends or the links between two separate parts (e.g., pros and cons using relevant, available information).
3. Prioritises work in alignment with business goals (e.g., prioritise prospects).
4. Analyses relationships among several parts of a problem, situation, product, or system.
5. Makes causal links between potential causes of events, consequences of actions, or multiple-part chains of events (e.g., identify correct products for the customers’ needs).
6. Anticipates obstacles and thinks ahead about next steps, and considers whether short-term goals will meet long-term objectives.
NEGATIVE INDICATORS
• Doesn’t gather all the facts before embarking on a course of action.
• Cannot explain solutions and basis for decisions.
• Gets easily deflected onto side issues or something more interesting.
COMPETENCY & DEFINITION
QUALITY ORIENTATION: Delivers a high quality service to external clients
and internal colleagues, maintaining Company brand standards.
SUGGESTED QUESTIONS
1. What examples are there during the past 6 months where you have personally initiated action to address a quality or service issue?
2. How do you know what your customers think of your services?
3. What complaints have you received in the past 6 months? How did you react?
4. Have you ever been recognised as an individual or as part of a team for a quality award?
5. What quality standards / systems does your current company use?
6. Who are the quality leaders in your marketplace?
DESIRED BEHAVIOURS
1. Knowledge of quality procedures and standards, sets and develops appropriate systems
2. Sets high standards of quality for themselves and others
3. Sets up guidelines relating to quality and monitors work against the standards set.
4. Initiates new initiatives in establishing and maintaining standards
5. Goes for quality rather than quantity, carefully reviewing outputs
6. Looks for ways of improving the quality of all work
NEGATIVE INDICATORS
• Just wants to get the job done – goes for a “quick fix”
• Profit rather than customer focus (“short-termism”)
• Negotiates on price too readily
• Lacks attention to detail
COMPETENCY & DEFINITION
SPECIALIST KNOWLEDGE: Has an extensive knowledge of his/her own field or department; understands the business and uses this to provide credible advice.
SUGGESTED QUESTIONS
1. What examples are there during the past 3-6 months where you have made an important decision, which turned out to be correct?
2. Have you made any poor decisions in the past 6 months? Tell me about it/them.
3. How do you gather information on clients?
4. How do you use that information to influence a business opportunity?
5. When did a client last ask you for advice?
6. How do you form business connections?
DESIRED BEHAVIOURS
1. Sound understanding of the appropriate sector.
2. Sound understanding of clients
3. Utilises knowledge management techniques to influence clients effectively.
4. Provides the client with credible advice
5. Networks within their specialist area
6. Continued professional development, keeps abreast of cutting edge technology in his/her technical area
NEGATIVE INDICATORS
• Limited knowledge of sector/market
• Does not develop business
• Shows no interest in upskilling
COMPETENCY & DEFINITION
STRATEGIC : Demonstrates a broad based view of issues, events and activities and a perception of their longer term impact or wider implications.
SUGGESTED QUESTIONS
1. Describe a challenge or opportunity you identified and how you developed a strategy to respond to it.
2. Describe a strategy you initiated to achieve a longer term business objective. What process did you use to identify it? How did you go about assessing its impact?
3. What steps do you take to keep up to date with changes in the organisation?
4. Have you ever been involved in writing a corporate/marketing/production plan?
5. What policies have you been involved in and how were these arrived at?
6. What plans have you made for your future career and how are you going to go about achieving your long term objectives?
DESIRED BEHAVIOURS
1. Takes broad strategic aims and turns them into practical plans
2. Displays awareness of impact of external factors on specific areas of responsibility
3. Demonstrates awareness of the whole system and how areas integrate
4. Evaluates the implications and draws conclusions
5. Anticipates problems and develops solutions
6. Identifies future threats and opportunities, by understanding organisation’s position as compared with competitors
NEGATIVE INDICATORS
• Focuses on the here and now
• Lacks understanding of broader issues
• Shows a lack of awareness of the company goals and aims.
• Does not comply with company guidelines/best practice
• Responds on intuition and gut feel
COMPETENCY & DEFINITION
WRITTEN COMMUNICATION: Writes in a clear and concise manner, using
appropriate grammar, style and language for the reader
SUGGESTED QUESTIONS
7. How would you set up product information documentation or presentations in order to positively influence a new product or process?
8. What examples are there during the past 3 – 6 months where you have had to make presentations to large or difficult audiences?
9. During the past 6 months how have you prepared to present a case to your Director / colleagues/ client?
10. In what situations do you feel uncomfortable with written communication?
11. Have you complied any papers or articles?
12. How do you pitch the level of written communication?
DESIRED BEHAVIOURS
1. Report writing and preparing presentations will be a regular part of their role
2. Regular usage of software tools in preparation of literature and as an aid to clarify complex information
3. Has put together hand outs or capability documents
4. Completed university/college dissertations
5. Concise, succinct use of words
6. Can give examples of tried and tested templates and documents used.
NEGATIVE INDICATORS
• Does not use all media available (sticks to one method of communication)
• Hides behind the written word
• Cannot provide examples of compiling reports/papers
initerview
Interview Preparation for Candidates
The short time you spend at a job interview could have a dramatic effect on your career prospects. It is therefore important that you perform well because no matter how good your career record is to date, the employment interview remains an important step towards fulfillment of your ambitions. The secret of success lies in preparation, so it's worth spending some time doing your homework to make it a positive experience.
Good employers understand the pitfalls of interviewing, such as the tendency for people to recruit in their own image, and the process is gradually becoming more structured, sophisticated and fairer. In fact, in some sectors the interview has been enhanced almost beyond recognition, where potential employers require jobseekers to sing, dance or even cook in order to assess applicants better.
Preparation
• The interview will what to know how keen you are joining their organisation, have at least five reasons ready i.e. the size of the company = career opportunity, reputation in the industry, etc
• Research the organisation and its business sector – both online and offline. Check out the web site, read the annual report, read at least one decent broadsheet newspaper for comment each day, talk to anyone you know who has worked there
• Carry out some news research via search engines such as www.google.co.uk or individual newspaper
• websites, e.g. www.timesonline
• Make sure you know the exact place and time of the interview and how long it will take you to get there. Check buses/trains/parking/petrol in the car.
• Be ready to answer some typical standard questions
• Prepare a few questions for the interviewer which show that you have done some research about the organisation and its business
• Do try and find out about the person/people interviewing you, their role, their personalities, interview technique
• Make sure you know the interviewer’s full name and can pronounce it
• Think about the different interviewers motivations, a HR interviewer’s main concern will be to ensure that you fit the company culture, but they will not generally be able to assess your ability to do the job. Unlike the line manager who will be able to test your skills and will also be checking out your personality to see if you will fit with the existing team
• Investigate the interview format in advance – e.g. will there be any personality or skills tests?
• Dress appropriately – conservatively and preferably in darker colours even if the company you are visiting is casual. Pay attention to all facets of your dress and grooming.
• Read through your CV and application letter
• Remind yourself about the facts and figures of your present/former employer – you will be expected to know a lot about a company for whom you have worked
At the interview
Do:
• Aim to arrive 10 minutes early, you’re unlikely to be late. Be pleasant to everyone you meet from the receptionist onwards - you never know who might have a say in your appointment.
• When greeting the interviewer, make sure you shake hands firmly
• Sit upright in your chair and look alert and interested at all times. Be a good listener as well as a good talker, smile, and look your interviewer in the eye. If there is more than one interviewer spread your attention evenly.
• Listen to the questions – if you don’t understand the question ask for clarification
• Maximise your research and mention some of the facts you have gleaned from the internet and media, etc
• Find out as much as you can about the job - how else will you be able to decide if they make you an offer? For example, you should want to know who the job reports to and why it has become vacant
• Make sure you get your good points across to the interviewer in a factual, sincere manner. Bear in mind that you alone can sell yourself to an interviewer – encourage them to feel the need for you in their organisation
• If the first interview is with a recruitment consultant, take the opportunity to obtain as much information as possible about the organisation and the job
• Do stay alert – interviews, particularly more than one at a time are tiring
Don't:
• Be late
• Sit down before being offered a seat
• Lie – answer questions as truthfully, frankly and to the point as possible
• Apologise constantly, if your late, apologise once. If you don’t know something, don’t apologise – answer by explaining how you would go about finding the answer.
• Answer questions with a simple 'yes' or 'no'. Explain whenever possible and tell those things about yourself which relate to the position.
• Criticise present or former employers
• Answer a question with another question
• Over-answer questions – if the interviewer steers the conversation towards politics or another tricky subject, answer the questions honestly without saying more than is necessary
• Talk too much – this is a difficult one, but the talking should be fairly even between you and the interviewer
• Interrupt the interviewer - although they may interrupt you
• Give clichéd answers to questions (“I’m a great team player”), which you can’t back up with examples from the workplace
• Leave without finding out when you will hear if you have made it to the next round of the recruitment process, and what that entails
• Criticise your current/last employer
• Ask about salary, holidays, bonuses at the initial interview unless you are sure the employer in interested in hiring you and raises the issue first. (However, you should know you market value and be prepared to specify your required salary or range if asked.
Handling interview questions
Job interviews are nerve-wracking enough without tricky questions to trip you up. It's important to remember that the interviewing process is about evaluating your ability to do the job. Challenging questions will allow the interviewer to see how you think on your feet and cope with stress.
• When confronted by a difficult question, a brief contemplative pause before answering is expected, take your time
• Seek the opportunity to turn the question around and sell yourself, focusing on the company's needs and your abilities.
• Ask the interviewer to repeat the question if you don't understand it - try to determine what the interviewer is seeking to find out.
• Remember the interview is a two-way process, you are there to demonstrate your ability by speaking out and also listening, but you are also there to assess if the job suits you
• Try not to stray from the point, offer relevant and positive information to the question.
Examples of interviewers' favourite questions:
Tell me about yourself
This is a good chance to impress an employer, but it is a deceptively simple question that can have a variety of answers. The employer is really interested in how you would fit into the company, so keep your answers as pertinent to the company and its work as possible.
Why are you interested in this job?
The employer wants to know that you are genuinely interested in the company, and not just looking for something fill the next few months. Say that you view the position as your natural next step. Add that you like the firm because … show off your knowledge and make all that research you have done worthwhile.
Why should we offer you this job?
You need to show how you can add new skills or ideas to the job. You could try thinking about any weaknesses you perceive in the company, and how your past experience and unique abilities could benefit the company.
Why did you leave your last job? Why are you looking to leave?
The interviewer may want to know if there were/are any problems in your last/current job. If there weren’t, simply give a reason such as: it was a temporary job or you want a job better suited to your particular skills.
If there were problems, honesty is the best policy. Demonstrate that you can accept responsibility and learn from any mistakes you made. Explain any problems you had and, and don’t be tempted to criticise the employer concerned. Show it was a learning experience that will not affect your future work.
What has been your biggest success at work?
The interviewer wants to see that you can use your initiative. Talk about your own achievements rather than how you helped someone else achieve. Perhaps you had a difficult goal you had to achieve? Think about how you handled meeting that goal. It is a good idea to contemplate in advance a few key points in past jobs that demonstrate how well you handle different situations.
Why did you choose this career path?
This question is particularly pertinent if you are changing job or sector, in which case you will need to convince the interviewer that you have a clear idea of the industry and your value. To make the employer understand how you could fit in, talk about the transferable skills you have picked up over the course of your career. Also stress what aspects of their industry are attractive to you.
Where do you see yourself in five years time?
Although it is difficult to predict things far into the future, the employer will want to hire somebody with drive and a sense of purpose. They will also want to know they can depend on you, and figure out if they can offer what you really want. Avoid choosing specific job titles you aspire to, instead mention skills and responsibilities you see yourself taking on.
What is your current salary and what kind of package are you expecting?
When you talk about your current salary include the whole package with any perks such as car, pension, interest free loans and bonuses. At no point suggest you are earning more than you are, it is easy to check. Make sure you know the salary range for similar jobs and professions by checking out job web sites for salary checks:
http://jobs.msn.co.uk/salary_checker/salary_checker.asp
www.incomesdata.co.uk
www.reward-group.co.uk)
Also speak to recruitment agencies and check other job adverts in specialist publications. You could try putting the onus on the interviewer to make the first suggestion by asking how much they are prepared to pay the best candidate. You then have a negotiating point.
What are your strengths and weaknesses?
We are all human and an interviewer can only be suspicious or puzzled by someone who admits to no weaknesses, so consider a facet of your character which can be viewed as a possible weakness but also as a strength, e.g. being very detail-conscious, or perfectionist.
When describing a strength, try to strike an appropriate balance between clearly promoting your abilities and being conceited. Choose something you can discuss with conviction, but also something which enhances your ability to do the job in question.
Are you willing to relocate?
Ensure you have thought through how viable relocation is for you, and your family, both immediately and at points further in the future. If possible, give an example of a previous relocation with positive outcomes.
What are your hobbies and interests?
Again, contemplate what kind of a person the interviewer may be seeking and choose to discuss interests you have which support this. If the position is a team role, mention activities you participate in which show you are a team player. If it is a creative role, describe your artistic interests. Don’t invent hobbies for the sake of it, as you may get caught out, and avoid being outrageous in order to impress. Be prepared to talk enthusiastically about these activities as they are things you do purely by choice.
What books and newspapers do you read?
The newspaper you read habitually will say something about you to your interviewer, as will the type of book you read. Avoid claiming an interest in intellectual pursuits of any nature if you cannot back it up.
Competency Based Interview
The idea behind a competency is to make the interview objective. In this style of interview you are required to discuss relevant examples of things that you have actually done rather than theorize about what you may do in a given situation.
One of the most important things to remember with this type of approach is that the interviewer can only score you on what you verbalise. They cannot score you based upon what they think that you know. The key here is not to be afraid to talk from a very basic level up.
Competency based questions tend to work in the following way:
Situation and constraints
What you did?
How you did it?
Why you did it that way?
Who else was involved?
What you achieved?
With the detail that you need to get across you need to pick fairly large examples so that you can drill down into detail. If a situation is very basic you will not have much information to delve into. It is a good idea to have thought through your examples before you go into the meeting. It is very common that people who haven’t prepared come out of the interview saying “I wish I have talked about this example” or “I wish I had given more detail”.
Your questions:
Prepare some questions to ask during the interview. Remember that an interview is a “two-way street”: the employer will try to determine through questioning if you have the necessary qualifications to do the job, and similarly, you must determine through your questioning whether the company will give you the opportunity for the growth and development you seek. Probing questions you might ask:
• A detailed description of the position?
• Reason the position is available?
• Culture of company?
• Anticipated induction and training programme?
• What type of people have done well in the company?
• What are they looking for in someone?
• What key skills/qualities do they feel are required to be successful in this role?
• Advanced training programmes available for those who demonstrate outstanding ability.
• Earnings of those successful people in their third to fifth year?
• Company growth plans?
• Best-selling products or services?
Closing the Interview
• If you are interested in the position, let the interviewer know. Ask for the next interview if the situation demands. If he/she offers the position to you, and you want it, accept on the spot. If you wish some time to think it over, be courteous and tactful in asking for that time. Set a definite date when you can provide an answer.
• Don't be too discouraged if no definite offer is made, or specific salary discussed. The interviewer will probably want to communicate with his/her office first or interview more applicants before making a decision.
• If you get the impression that the interview is not going well and that you have already been rejected, don't let your discouragement show. Once in a while an interviewer who is genuinely interested in your possibilities may seem to discourage you in order to test your reaction.
• Thank the interviewer for his/her time and consideration of you. If you have answered the two questions uppermost in his/her mind:
Why are you interested in the job and the company? and
What can you offer and can you do the job?
You have done all you can.
After the interview
Do:
• Learn from your mistakes - make a list of the questions you answered well and those you answered poorly. Think too about what you should have said for the latter
• Call the consultant who referred you to the position immediately after the interview and explain what happened. He/she will want to talk with you before the interviewer calls him/her back. If you are interested in progressing further it will assist if your feelings towards the position are known, together with your perception of what the client's reaction is likely to be.
Interview feedback
Good employers are increasingly geared up to provide interview feedback. However, even reticent employers now have to hand over any notes taken during interviews to applicants, thanks to a code of practice under the Data Protection Act, introduced in February 2002. Previous legislation meant that applicants could see their interview notes only if they were making a complaint against the employer. Job applicants and employees can write to the organisation holding the information, although sometimes a £10 fee will be charged.
The short time you spend at a job interview could have a dramatic effect on your career prospects. It is therefore important that you perform well because no matter how good your career record is to date, the employment interview remains an important step towards fulfillment of your ambitions. The secret of success lies in preparation, so it's worth spending some time doing your homework to make it a positive experience.
Good employers understand the pitfalls of interviewing, such as the tendency for people to recruit in their own image, and the process is gradually becoming more structured, sophisticated and fairer. In fact, in some sectors the interview has been enhanced almost beyond recognition, where potential employers require jobseekers to sing, dance or even cook in order to assess applicants better.
Preparation
• The interview will what to know how keen you are joining their organisation, have at least five reasons ready i.e. the size of the company = career opportunity, reputation in the industry, etc
• Research the organisation and its business sector – both online and offline. Check out the web site, read the annual report, read at least one decent broadsheet newspaper for comment each day, talk to anyone you know who has worked there
• Carry out some news research via search engines such as www.google.co.uk or individual newspaper
• websites, e.g. www.timesonline
• Make sure you know the exact place and time of the interview and how long it will take you to get there. Check buses/trains/parking/petrol in the car.
• Be ready to answer some typical standard questions
• Prepare a few questions for the interviewer which show that you have done some research about the organisation and its business
• Do try and find out about the person/people interviewing you, their role, their personalities, interview technique
• Make sure you know the interviewer’s full name and can pronounce it
• Think about the different interviewers motivations, a HR interviewer’s main concern will be to ensure that you fit the company culture, but they will not generally be able to assess your ability to do the job. Unlike the line manager who will be able to test your skills and will also be checking out your personality to see if you will fit with the existing team
• Investigate the interview format in advance – e.g. will there be any personality or skills tests?
• Dress appropriately – conservatively and preferably in darker colours even if the company you are visiting is casual. Pay attention to all facets of your dress and grooming.
• Read through your CV and application letter
• Remind yourself about the facts and figures of your present/former employer – you will be expected to know a lot about a company for whom you have worked
At the interview
Do:
• Aim to arrive 10 minutes early, you’re unlikely to be late. Be pleasant to everyone you meet from the receptionist onwards - you never know who might have a say in your appointment.
• When greeting the interviewer, make sure you shake hands firmly
• Sit upright in your chair and look alert and interested at all times. Be a good listener as well as a good talker, smile, and look your interviewer in the eye. If there is more than one interviewer spread your attention evenly.
• Listen to the questions – if you don’t understand the question ask for clarification
• Maximise your research and mention some of the facts you have gleaned from the internet and media, etc
• Find out as much as you can about the job - how else will you be able to decide if they make you an offer? For example, you should want to know who the job reports to and why it has become vacant
• Make sure you get your good points across to the interviewer in a factual, sincere manner. Bear in mind that you alone can sell yourself to an interviewer – encourage them to feel the need for you in their organisation
• If the first interview is with a recruitment consultant, take the opportunity to obtain as much information as possible about the organisation and the job
• Do stay alert – interviews, particularly more than one at a time are tiring
Don't:
• Be late
• Sit down before being offered a seat
• Lie – answer questions as truthfully, frankly and to the point as possible
• Apologise constantly, if your late, apologise once. If you don’t know something, don’t apologise – answer by explaining how you would go about finding the answer.
• Answer questions with a simple 'yes' or 'no'. Explain whenever possible and tell those things about yourself which relate to the position.
• Criticise present or former employers
• Answer a question with another question
• Over-answer questions – if the interviewer steers the conversation towards politics or another tricky subject, answer the questions honestly without saying more than is necessary
• Talk too much – this is a difficult one, but the talking should be fairly even between you and the interviewer
• Interrupt the interviewer - although they may interrupt you
• Give clichéd answers to questions (“I’m a great team player”), which you can’t back up with examples from the workplace
• Leave without finding out when you will hear if you have made it to the next round of the recruitment process, and what that entails
• Criticise your current/last employer
• Ask about salary, holidays, bonuses at the initial interview unless you are sure the employer in interested in hiring you and raises the issue first. (However, you should know you market value and be prepared to specify your required salary or range if asked.
Handling interview questions
Job interviews are nerve-wracking enough without tricky questions to trip you up. It's important to remember that the interviewing process is about evaluating your ability to do the job. Challenging questions will allow the interviewer to see how you think on your feet and cope with stress.
• When confronted by a difficult question, a brief contemplative pause before answering is expected, take your time
• Seek the opportunity to turn the question around and sell yourself, focusing on the company's needs and your abilities.
• Ask the interviewer to repeat the question if you don't understand it - try to determine what the interviewer is seeking to find out.
• Remember the interview is a two-way process, you are there to demonstrate your ability by speaking out and also listening, but you are also there to assess if the job suits you
• Try not to stray from the point, offer relevant and positive information to the question.
Examples of interviewers' favourite questions:
Tell me about yourself
This is a good chance to impress an employer, but it is a deceptively simple question that can have a variety of answers. The employer is really interested in how you would fit into the company, so keep your answers as pertinent to the company and its work as possible.
Why are you interested in this job?
The employer wants to know that you are genuinely interested in the company, and not just looking for something fill the next few months. Say that you view the position as your natural next step. Add that you like the firm because … show off your knowledge and make all that research you have done worthwhile.
Why should we offer you this job?
You need to show how you can add new skills or ideas to the job. You could try thinking about any weaknesses you perceive in the company, and how your past experience and unique abilities could benefit the company.
Why did you leave your last job? Why are you looking to leave?
The interviewer may want to know if there were/are any problems in your last/current job. If there weren’t, simply give a reason such as: it was a temporary job or you want a job better suited to your particular skills.
If there were problems, honesty is the best policy. Demonstrate that you can accept responsibility and learn from any mistakes you made. Explain any problems you had and, and don’t be tempted to criticise the employer concerned. Show it was a learning experience that will not affect your future work.
What has been your biggest success at work?
The interviewer wants to see that you can use your initiative. Talk about your own achievements rather than how you helped someone else achieve. Perhaps you had a difficult goal you had to achieve? Think about how you handled meeting that goal. It is a good idea to contemplate in advance a few key points in past jobs that demonstrate how well you handle different situations.
Why did you choose this career path?
This question is particularly pertinent if you are changing job or sector, in which case you will need to convince the interviewer that you have a clear idea of the industry and your value. To make the employer understand how you could fit in, talk about the transferable skills you have picked up over the course of your career. Also stress what aspects of their industry are attractive to you.
Where do you see yourself in five years time?
Although it is difficult to predict things far into the future, the employer will want to hire somebody with drive and a sense of purpose. They will also want to know they can depend on you, and figure out if they can offer what you really want. Avoid choosing specific job titles you aspire to, instead mention skills and responsibilities you see yourself taking on.
What is your current salary and what kind of package are you expecting?
When you talk about your current salary include the whole package with any perks such as car, pension, interest free loans and bonuses. At no point suggest you are earning more than you are, it is easy to check. Make sure you know the salary range for similar jobs and professions by checking out job web sites for salary checks:
http://jobs.msn.co.uk/salary_checker/salary_checker.asp
www.incomesdata.co.uk
www.reward-group.co.uk)
Also speak to recruitment agencies and check other job adverts in specialist publications. You could try putting the onus on the interviewer to make the first suggestion by asking how much they are prepared to pay the best candidate. You then have a negotiating point.
What are your strengths and weaknesses?
We are all human and an interviewer can only be suspicious or puzzled by someone who admits to no weaknesses, so consider a facet of your character which can be viewed as a possible weakness but also as a strength, e.g. being very detail-conscious, or perfectionist.
When describing a strength, try to strike an appropriate balance between clearly promoting your abilities and being conceited. Choose something you can discuss with conviction, but also something which enhances your ability to do the job in question.
Are you willing to relocate?
Ensure you have thought through how viable relocation is for you, and your family, both immediately and at points further in the future. If possible, give an example of a previous relocation with positive outcomes.
What are your hobbies and interests?
Again, contemplate what kind of a person the interviewer may be seeking and choose to discuss interests you have which support this. If the position is a team role, mention activities you participate in which show you are a team player. If it is a creative role, describe your artistic interests. Don’t invent hobbies for the sake of it, as you may get caught out, and avoid being outrageous in order to impress. Be prepared to talk enthusiastically about these activities as they are things you do purely by choice.
What books and newspapers do you read?
The newspaper you read habitually will say something about you to your interviewer, as will the type of book you read. Avoid claiming an interest in intellectual pursuits of any nature if you cannot back it up.
Competency Based Interview
The idea behind a competency is to make the interview objective. In this style of interview you are required to discuss relevant examples of things that you have actually done rather than theorize about what you may do in a given situation.
One of the most important things to remember with this type of approach is that the interviewer can only score you on what you verbalise. They cannot score you based upon what they think that you know. The key here is not to be afraid to talk from a very basic level up.
Competency based questions tend to work in the following way:
Situation and constraints
What you did?
How you did it?
Why you did it that way?
Who else was involved?
What you achieved?
With the detail that you need to get across you need to pick fairly large examples so that you can drill down into detail. If a situation is very basic you will not have much information to delve into. It is a good idea to have thought through your examples before you go into the meeting. It is very common that people who haven’t prepared come out of the interview saying “I wish I have talked about this example” or “I wish I had given more detail”.
Your questions:
Prepare some questions to ask during the interview. Remember that an interview is a “two-way street”: the employer will try to determine through questioning if you have the necessary qualifications to do the job, and similarly, you must determine through your questioning whether the company will give you the opportunity for the growth and development you seek. Probing questions you might ask:
• A detailed description of the position?
• Reason the position is available?
• Culture of company?
• Anticipated induction and training programme?
• What type of people have done well in the company?
• What are they looking for in someone?
• What key skills/qualities do they feel are required to be successful in this role?
• Advanced training programmes available for those who demonstrate outstanding ability.
• Earnings of those successful people in their third to fifth year?
• Company growth plans?
• Best-selling products or services?
Closing the Interview
• If you are interested in the position, let the interviewer know. Ask for the next interview if the situation demands. If he/she offers the position to you, and you want it, accept on the spot. If you wish some time to think it over, be courteous and tactful in asking for that time. Set a definite date when you can provide an answer.
• Don't be too discouraged if no definite offer is made, or specific salary discussed. The interviewer will probably want to communicate with his/her office first or interview more applicants before making a decision.
• If you get the impression that the interview is not going well and that you have already been rejected, don't let your discouragement show. Once in a while an interviewer who is genuinely interested in your possibilities may seem to discourage you in order to test your reaction.
• Thank the interviewer for his/her time and consideration of you. If you have answered the two questions uppermost in his/her mind:
Why are you interested in the job and the company? and
What can you offer and can you do the job?
You have done all you can.
After the interview
Do:
• Learn from your mistakes - make a list of the questions you answered well and those you answered poorly. Think too about what you should have said for the latter
• Call the consultant who referred you to the position immediately after the interview and explain what happened. He/she will want to talk with you before the interviewer calls him/her back. If you are interested in progressing further it will assist if your feelings towards the position are known, together with your perception of what the client's reaction is likely to be.
Interview feedback
Good employers are increasingly geared up to provide interview feedback. However, even reticent employers now have to hand over any notes taken during interviews to applicants, thanks to a code of practice under the Data Protection Act, introduced in February 2002. Previous legislation meant that applicants could see their interview notes only if they were making a complaint against the employer. Job applicants and employees can write to the organisation holding the information, although sometimes a £10 fee will be charged.
Tuesday, 28 September 2010
hibernate
http://www.javalobby.org/java/forums/t104442.html
http://community.jboss.org/en/hibernate/faq
http://www.developersbook.com/hibernate/interview-questions/hibernate-interview-questions-faqs.php
http://www.geekinterview.com/Interview-Questions/J2EE/Hibernate
http://community.jboss.org/en/hibernate/faq
http://www.developersbook.com/hibernate/interview-questions/hibernate-interview-questions-faqs.php
http://www.geekinterview.com/Interview-Questions/J2EE/Hibernate
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