An interview is a forum, in which skills are assessed, decisions are made. It is important to see an interview as a two-way process and have sufficient questions to raise to determine whether the firm you are discussing your future with has the infrastructure and framework within which you can develop or hone your skills.

Interviews are now managed very much as a two-stage test. Firms are less quick to feel on the back of one interview alone, they have their person. Certain firms are now rolling out psychometric testing to ensure that consistency is maintained throughout the firm at different levels. Given that trainees are the subjects of psychometric testing during selection stage, they feel that all ‘outsiders’ ought to be the subject of the same.

The ‘gem’ to managing a two-stage interview process is to ensure that you take nothing further as read moving from the first to the second interview, other than ‘I’m in with a chance’. To assume too much more than this is often the outdoing of even the most suitable candidate.

You must also learn to get the firm to sell themselves. The days of being grateful for being given a training contract and paying the employer for the privilege remains enshrined in Dickens’ works, but has no modern day value. If any firm attempts to promote this philosophy, you really ought to be questioning whether it’s for you?

Here at QC Legal we believe that the following steps should be taken to maximise your potential in an interview:

QC Legal will be able to answer many of your questions. Standard information provided should include:

• Research, research, research- website, friends, acquaintances. Get as much information as you can and then effectively distil that which is most relevant.
• Look at the role you are applying for and have some idea of the department, workflows, direction, competition, etc.
• The internal structures- the extent to which the firm is a seamless entity. Websites generally reveal more than employers would wish. What’s your impression of the firm’s website?
• QC Legal will always advise of the persons with whom you will be meeting and invariably an idea of their likes/dislikes, bedtime reading, et al.
• Try and make the interview informative, interactive- use your personality as the blueprint for the interview.
• Interview format- style of interviewers; will it be catechistic or conversational? The expectations of the interviewers.
• A map and directions to the place of interview.

• First impressions count. You cannot afford to get your entrance wrong, ever!
• Ensure you are on time at the right location.
• Dress smartly in a conservative business suit. They will be looking at you with a view of you representing the clients at board level. Do you measure up?
• A firm handshake and smile are essential.
• Know your CV. The basic rule to successful interviewing. You have chosen to share with the interviewing panel your CV- you ought to be able to walk them through it with enthusiam and zeal. After all, you’re selling yourself into the role and what better place to start than your life.

Interviews, like exams, are sometimes difficult to predict. QC Legal will expect as part of its charter, for candidates to contact the appropriate consultant as soon as possible after the interview with relevant feedback. Be honest in sharing with your consultant, your view in terms of how the meeting has gone. An honest synopsis of your interview performance is often better than an embellished view.

The consultants at QC Legal will always obtain relevant feedback from clients and share this with its candidates. As part of our service level agreement, the consultants at QC Legal will under no circumstances exaggerate or dilute feedback.

The principal reason why we are both honest and candid in returning feedback as presented, is that in the case of an unlikely and bad interview, we can use that interview to promote learning and hone future strategy.

Once an offer has been made, it is for the candidate to consider whether he or she feels that the offer meets their expectations. Again, consistent with our candidate charter, no adverse pressure will be made to bear on the candidate to accept an offer they are either unhappy or uncomfortable with.

We have certain quality kite marks that would altogether prevent our consultants from imposing their personalities as reasons to accept or refuse job offers.

Our consultants will be at hand to offer impartial, honest and bespoke advise if called upon.