Interview Candidates

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In this chapter, we focus on the dynamic brought by different combinations of candidate, looking at three specific scenarios. Firstly, we look at the implications of there being an internal candidate, from the perspective of being both the internal candidate and the competing external candidate. We then examine the implications of being either the only candidate or a head-hunted candidate, two scenarios where it is easy to ‘undo’ being offered the job. There is no doubt that being an internal candidate can put you at a considerable advantage. Some of the interview committee may well: • Know your past, your good points and bad points and will be better able to judge your likely future contribution • Have already developed a relationship with you, including a sense of whether they feel comfortable working with you for the next 30 years However, this familiarity or perceived familiarity can also be the internal candidate’s downfall. It is not infrequent that we come across internal candidates who believe the job is in the bag and so fail to prepare or engage in the activity that ensures they are likely to be offered the job, e.g. undertaking pre-interview visits. Sometimes it is because they think it is embarrassing to do something like a pre-interview visit if they are already employed in the Trust and know the staff well. We also find internal candidates who are reluctant to really sell themselves at interview when already known, again out of embarrassment. The advice is clear—prepare as though you were an external candidate whilst making best use or advantage of your internal status. Take nothing for granted and ensure you do your homework as thoroughly as any good external candidate. When experiencing your efforts to prepare, your colleagues, far from thinking it is weird, are likely to view this as the sort of commitment they would want from a future colleague. Box 7.1 explores the internal candidate’s ‘must do’ list if you are to be successful.