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Role guide

Manager interview preparation

Updated 4 September 2026

Manager interviews may test whether people management candidates can demonstrate the potential to manage others and explain how their existing management skills transfer to the post. The process varies, so this guide uses named employer examples to show possible formats and gives a practical way to prepare your own evidence.

01

How the interview usually works

The available process evidence is employer-specific. Carnival UK's descriptions of an in-person interview with a task and a face-to-face interview, which may be held in person or online, may overlap; the evidence does not establish whether they are sequential or alternative stages. Treat every stage below as a named example, not as a standard manager interview journey.

  1. Carnival UK automated online interview

    Automated online interview platform

    Depends on the employer

    Carnival UK role applicants might record answers about themselves and explain their reasons for applying.

    What they assess

    • The supplied evidence does not state assessment criteria for the recorded answers.

    How to prepare

    • Draft a short account of the experience most relevant to the role.
    • Practise explaining why you are applying without reading from a script.
    • Record a test answer and check that it is direct and within any limit stated in the invitation.

  2. Carnival UK in-person interview and role-related task

    In-person interview with a role-related task

    Depends on the employer

    Carnival UK colleagues ask role applicants attending an in-person interview about their skills and experience. These applicants also complete a role-related task, which may be a mock phone call, presentation, software-specific challenge or creative portfolio showcase.

    What they assess

    • The supplied evidence does not state assessment criteria for the questions or task.

    How to prepare

    • Match your experience to the requirements in the job description.
    • Prepare concise examples that show what you did and what changed as a result.
    • Check the invitation for the task format and ask the named contact if the arrangements are unclear.
    • If a presentation or portfolio is requested, rehearse with the permitted materials and equipment.

  3. Carnival UK role, leadership and strategy discussion

    Face-to-face interview, held in person or online

    Depends on the employer

    Carnival UK applicants attending the face-to-face interview, whether in person or online, answer questions about role, leadership and strategy scenarios. They also explore their psychometric-assessment outcomes in more detail.

    What they assess

    • The supplied evidence does not state assessment criteria for the scenario responses or psychometric discussion.

    How to prepare

    • Prepare truthful examples of management decisions or transferable examples that show management potential.
    • For practice scenarios, explain the situation, the options you considered, your decision and the result.
    • Review any information Carnival UK has provided about the psychometric assessment and be ready to discuss it accurately.

  4. Reported DICE People Manager process in London

    Telephone chat, face-to-face meeting and later interviews

    Four weeks in the reported 2018 candidate experience

    Depends on the employer

    One accepted DICE People Manager candidate in London reported that the process began with a telephone chat and face-to-face meeting, followed by interviews with senior staff.

    What they assess

    • The reported candidate experience did not state assessment criteria.

    How to prepare

    • Prepare a consistent account of your experience that works in both a short telephone conversation and a longer meeting.
    • Keep notes on the examples already discussed so that later answers remain accurate.
    • Before interviews with senior staff, review the job description and choose evidence relevant to the role.

Carnival UK asks a role applicant to use its automated online interview platform.

The Carnival UK role applicant might record answers about themselves and their reasons for applying.

A Carnival UK role applicant attends an in-person interview.

Carnival UK colleagues ask the applicant about skills and experience and include a role-related task suited to the post.

A Carnival UK role applicant attends the face-to-face interview, whether in person or online.

The Carnival UK discussion includes role, leadership and strategy scenarios, as well as closer exploration of psychometric-assessment outcomes.

A West Lothian Council applicant has a disability and meets the essential job criteria.

West Lothian Council will offer that applicant an interview under its Guaranteed Interview scheme.

02

Your preparation plan

Start with the job description and build a small bank of truthful examples instead of memorising polished manager interview answers. For a people management role, choose evidence that demonstrates your potential to manage others and makes the transfer from your previous experience easy to understand.

Hays advises people manager candidates to prepare an answer for each of five discussion points likely to arise during recruitment, linking relevant skills and experience to each one. It also suggests using common people-management interview questions as a preparation baseline. Use those questions to sort your evidence: match one strong example to each likely topic, note the result and keep a second example ready where your first is weak.

Practise each answer aloud. Give enough context to make the problem understandable, then concentrate on your judgement, actions and result. If the employer mentions a task, recorded response or psychometric discussion, prepare for that named format rather than guessing what it will involve.

The week before

  • Read the job description and mark the management outcomes, relationships and constraints you need to discuss.
  • For a people management role, select examples that demonstrate your potential to manage others and make your transferable management skills explicit.
  • As a people manager candidate, identify five likely discussion points and match relevant skills and experience to each one.
  • For a people management role, use common people-management interview questions as prompts for finding evidence, not as scripts to memorise.
  • Write brief notes for each example: context, your responsibility, the choice you made, your actions and the result.

The day before

  • Practise concise answers aloud and replace vague claims with specific actions you personally took.
  • Recheck the invitation for the format, location, permitted materials and any task instructions; ask the named contact if anything is unclear.
  • If the interview is remote, test your camera, microphone, connection and the required platform.

On the day

  • Keep the job description, invitation and a short page of permitted notes within reach.
  • Listen to the whole question, pause briefly and choose the example that most directly answers it.
  • Leave time to ask focused questions about the role, expectations and team.
03

What interviewers look for

Team leadership and delivery

The Manager occupational map covers leadership and management techniques, while people managers manage their teams' day-to-day tasks and responsibilities. Prepare evidence showing how you set direction, allocated work, monitored progress and took responsibility for the result.

Evidence to prepare

  • Choose an objective where you led other people rather than doing most of the work yourself.
  • Note how you divided responsibilities, checked progress and handled a delivery risk.
  • Record a result you can substantiate through time, cost, quality, service or team performance.
  • Identify the leadership decision that had the greatest effect on the outcome.

Coaching, motivation and trust

For people managers, CIPD identifies communication, mentoring, coaching, conflict resolution, trust, psychological safety and team cohesion as relevant skills. Your evidence should connect your actions with a change in capability, behaviour or performance.

Evidence to prepare

  • Pick an example where you adapted your support to the needs of a particular person.
  • Recall the questions, feedback or coaching steps you used.
  • Identify what changed in the person's confidence, capability, behaviour or performance.
  • Explain how you supported the employee without taking ownership of the problem away from them.

Evidence-based judgement

The Manager occupational map includes researching, analysing, interpreting and evaluating data to inform judgements and decisions. A useful example shows how evidence changed or confirmed your choice.

Evidence to prepare

  • Choose a decision involving incomplete, conflicting or ambiguous information.
  • List the information you trusted, the assumptions you tested and the gaps you had to manage.
  • Explain the options you considered and the trade-off behind your decision.
  • Record what later evidence told you about the quality of that decision.

Stakeholder influence and negotiation

The Manager occupational map includes methods for identifying, managing and prioritising stakeholder relationships, as well as influencing and negotiation techniques. Prepare evidence showing how you understood different interests and secured a workable outcome.

Evidence to prepare

  • Map the stakeholders in a difficult decision and note what each needed or opposed.
  • Choose an example where authority alone would not have secured agreement.
  • Recall how you adjusted your evidence or communication for different stakeholders.
  • Explain the concessions you made, the boundaries you kept and the final outcome.

Conflict resolution and difficult conversations

Conflict resolution and mediation appear in the Manager occupational map, while CIPD includes resolving conflict among the skills relevant to people managers. Strong evidence shows fair diagnosis, direct action and follow-up.

Evidence to prepare

  • Select a disagreement that affected work, relationships or team cohesion.
  • Separate what you observed from assumptions about either person's motives.
  • Recall how you heard each perspective, set expectations and agreed next steps.
  • Identify how you checked whether the resolution held after the initial conversation.

Change implementation

The Manager occupational map covers change-management concepts and methods for organisational change. CIPD also describes people managers as implementing corporate strategies and acting as change agents.

Evidence to prepare

  • Choose a change that affected people's priorities, routines or responsibilities.
  • Explain how you translated the wider aim into practical actions for your team.
  • Recall the resistance, uncertainty or operational risk you addressed.
  • Record how you monitored adoption and adjusted your first approach.

Resource, budget and project control

The Manager occupational map includes project-management tools and techniques, financial-management techniques and awareness of how decisions affect budgets. Your examples should make the constraints and trade-offs clear.

Evidence to prepare

  • Pick a project with a firm deadline, limited capacity or budget pressure.
  • Name the planning or tracking method you used and what it helped you see.
  • Identify a resource or budget decision involving a genuine trade-off.
  • Quantify the outcome and prepare to discuss any variance from the plan.

People-management practice

The Manager occupational map covers recruitment, performance management, reward, talent management and resource planning. For people managers, relevant evidence may also include day-to-day team management, development and support.

Evidence to prepare

  • Select examples from the parts of the employee experience most relevant to the vacancy.
  • Prepare one case involving performance or development and another involving recruitment or resourcing.
  • Explain how you applied an organisational process to an individual's circumstances.
  • Note the outcome for the employee, team or service without disclosing confidential details.
04

Questions you should be ready for

Use the answer plans as prompts, not scripts. Your examples should sound like you.

Leadership and management approach

Prepare evidence about how you lead, set expectations and affect the people you manage.

Tell me about a time you led a group to achieve an objective.

What they want to learn: This typical managerial competency question examines how a manager candidate turns an objective into coordinated action and leads a group towards a result.

Answer plan

  • Describe the situation and define the objective, its importance and the main constraint.
  • Clarify your task and the contribution expected from the group.
  • Explain how you set direction, allocated work and monitored progress.
  • Describe a problem or decision that required your leadership.
  • Finish with the result, your contribution and what you learnt.

Evidence to use: Choose an example with a clear group objective, visible leadership decisions and a result you can substantiate.

Avoid

  • Describing the team's activity without identifying your decisions.
  • Spending most of the answer on background.
  • Treating leadership as issuing instructions without showing judgement.
  • Claiming success without evidence.
How do you motivate your team to achieve their goals?

What they want to learn: This typical managerial competency question explores how a manager candidate approaches team motivation in support of agreed goals.

Answer plan

  • State how you learn what helps different team members perform well.
  • Explain how you connect individual work with team goals.
  • Describe how you set expectations, give feedback and remove obstacles.
  • Use a specific example of adapting your approach.
  • Show the result and acknowledge what you would refine.

Evidence to use: Use an example where motivation was not automatic and your intervention produced an observable change.

Avoid

  • Relying on slogans about enthusiasm.
  • Assuming everyone responds to the same approach.
  • Confusing short-term pressure with sustained motivation.
  • Giving a philosophy without an example.
What do you consider to be good management, and what effect has your approach had on other people?

What they want to learn: This typical managerial competency question asks manager candidates to define good management and connect their approach with its effects on others.

Answer plan

  • Give a concise definition based on behaviours rather than personality labels.
  • Choose two principles that genuinely guide how you manage.
  • Describe what colleagues or direct reports would see you do.
  • Use an example showing the effect on performance, confidence, trust or working relationships.
  • Include a limitation or lesson from the experience.

Evidence to use: Choose feedback, performance evidence or a workplace outcome that demonstrates your effect on others.

Avoid

  • Listing qualities without showing them in practice.
  • Taking sole credit for another person's success.
  • Using vague claims without evidence.
  • Avoiding discussion of where you adjusted your approach.

Managing performance and people

Use these practice prompts to find evidence about day-to-day management, coaching, performance and team development.

Practice question: Tell me about a time you helped someone improve their performance.

What they want to learn: This prompt helps you prepare evidence relevant to performance management, coaching and nurturing people.

Answer plan

  • Explain the performance gap and the evidence behind it.
  • Describe how you heard the employee's perspective.
  • Set out the expectations, support and review points you agreed.
  • Show how you balanced support with accountability.
  • Give the outcome and say what you would repeat or change.

Evidence to use: Select a case where your actions are distinct from the employee's effort and progress was reviewed over time.

Avoid

  • Diagnosing the cause before speaking with the employee.
  • Describing a process but not the management conversation.
  • Taking credit for all improvement.
  • Revealing confidential details.
Practice question: How do you organise and monitor your team's day-to-day work?

What they want to learn: This prompt helps people managers prepare evidence about managing a team's day-to-day tasks and responsibilities.

Answer plan

  • Explain how you turn priorities into responsibilities and deadlines.
  • Describe how workload, capability and dependencies affect allocation.
  • Show how you monitor progress without taking over every decision.
  • Give an example of spotting a risk and changing the plan.
  • Close with the result and what the team learnt.

Evidence to use: Choose a busy period when several priorities competed for the same people or time.

Avoid

  • Equating management with frequent status checks.
  • Listing software without explaining your method.
  • Ignoring how priorities were communicated.
  • Pretending no adjustment was required.
Practice question: Describe a difficult conversation you handled with a team member.

What they want to learn: This prompt helps people managers prepare evidence of communication, conflict resolution and trust building.

Answer plan

  • Describe the issue in neutral terms and explain why a conversation was needed.
  • Explain how you prepared and opened the discussion.
  • Show how you listened, checked your understanding and clarified expectations.
  • Describe the agreed actions and follow-up.
  • State the result for the work and the relationship.

Evidence to use: Use an example with genuine tension or disagreement where your conduct helped move matters forward.

Avoid

  • Casting the other person as unreasonable.
  • Including unnecessary confidential detail.
  • Leaving your expectations vague.
  • Ending before the follow-up.

Decisions, resources and delivery

Prepare concise examples involving evidence, deadlines, budgets and competing demands.

Practice question: Tell me about a decision you made after analysing complex or incomplete information.

What they want to learn: This prompt helps you prepare evidence of researching, analysing, interpreting and evaluating data to inform a managerial decision.

Answer plan

  • Define the decision and why the information was difficult to use.
  • Identify the sources you examined and how you checked them.
  • Describe the options, assumptions and risks.
  • Explain your choice and the trade-off you accepted.
  • Give the result and any later evidence that challenged your judgement.

Evidence to use: Choose a decision where analysis changed your initial view or ruled out a plausible option.

Avoid

  • Saying you are data driven without showing the analysis.
  • Listing sources without explaining your interpretation.
  • Hiding uncertainty.
  • Presenting hindsight as certainty.
Practice question: Describe a project that went off course and how you recovered it.

What they want to learn: This prompt helps you demonstrate project-management tools and techniques through a genuine delivery problem.

Answer plan

  • State the intended outcome, plan and your responsibility.
  • Explain the first reliable sign that delivery was off course.
  • Distinguish the cause from the visible symptom.
  • Describe how you revised priorities, resources, scope or controls.
  • Give the result and what you changed in later projects.

Evidence to use: Use a project where you detected or inherited a meaningful delivery problem and made a traceable intervention.

Avoid

  • Blaming another team without explaining your response.
  • Naming a tool as though it solved the problem.
  • Claiming a perfect recovery when compromise was required.
  • Omitting communication of the revised plan.
Practice question: Give an example of a decision that affected a budget.

What they want to learn: This prompt helps you prepare evidence of financial-management techniques and awareness of how managerial decisions affect budgets.

Answer plan

  • Explain the operational need and financial constraint.
  • Set out the cost, benefit, risk or forecast information available.
  • Describe the options and their effects on delivery.
  • Explain your decision and any controls you used.
  • Report the financial and operational result using figures you may share.

Evidence to use: Choose an example where you influenced a budget choice, even if you did not own the full budget.

Avoid

  • Claiming authority you did not hold.
  • Giving figures without linking them to the decision.
  • Treating the cheapest option as automatically best.
  • Sharing sensitive information.

Stakeholders, influence and conflict

Prepare examples in which people wanted different things and positional authority was insufficient.

Practice question: Tell me about a stakeholder you had to influence without direct authority.

What they want to learn: This prompt helps you prepare evidence about managing stakeholder relationships and using influencing techniques.

Answer plan

  • Explain the outcome you needed and why the stakeholder mattered.
  • Describe the stakeholder's priorities and concerns.
  • Show how you adapted your evidence, timing or communication.
  • Explain how you responded to resistance without overstating your authority.
  • Give the outcome and what happened to the relationship.

Evidence to use: Choose a case where the stakeholder initially disagreed, hesitated or prioritised something else.

Avoid

  • Repeating the same message more forcefully.
  • Assuming seniority secured agreement.
  • Ignoring legitimate stakeholder interests.
  • Claiming influence over a settled decision.
Practice question: Describe a negotiation in which you had to protect an important boundary.

What they want to learn: This prompt helps you demonstrate negotiation techniques through a situation requiring flexibility and a clear limit.

Answer plan

  • Define what was negotiable and the boundary you needed to protect.
  • Explain each side's interests.
  • Describe the options or exchanges you developed.
  • Show how you dealt with a sticking point.
  • State the outcome, including any concession.

Evidence to use: Use a negotiation with a concrete outcome and at least one credible alternative.

Avoid

  • Presenting negotiation as defeating the other party.
  • Pretending no trade-off was needed.
  • Withholding the reason for your boundary.
  • Leaving the agreement vague.
Practice question: Tell me about a conflict between colleagues or teams that you helped resolve.

What they want to learn: This prompt helps you prepare evidence of conflict resolution or mediation and, for people managers, trust and team cohesion.

Answer plan

  • Describe the effect of the conflict without treating assumptions as facts.
  • Explain how you established each perspective and identified the underlying issue.
  • Set out the process used to create a workable discussion.
  • Describe the agreement, responsibilities and follow-up.
  • Explain what improved and what remained unresolved.

Evidence to use: Pick an example where you enabled resolution rather than merely passing the issue elsewhere.

Avoid

  • Choosing a trivial disagreement.
  • Taking sides before hearing both perspectives.
  • Treating silence as proof of resolution.
  • Omitting follow-up.

Change and organisational direction

Prepare evidence of turning organisational direction into work a team could understand and deliver.

Practice question: Tell me about an organisational change you implemented with your team.

What they want to learn: This prompt helps you prepare evidence of change-management methods; for people managers, it may also demonstrate acting as a change agent.

Answer plan

  • Explain the purpose of the change and its effect on the team's work.
  • Describe how you assessed readiness, risks and affected people.
  • Set out how you communicated and supported adoption.
  • Explain how you responded to resistance or an unintended effect.
  • Give evidence of adoption or delivery and one lesson.

Evidence to use: Choose a change where you had responsibility for implementation, not merely its announcement.

Avoid

  • Exaggerating a minor adjustment.
  • Dismissing resistance without examining its cause.
  • Discussing communication but not operational change.
  • Claiming adoption without checking it.
Practice question: How have you translated corporate strategy into priorities for your team?

What they want to learn: This prompt helps people managers prepare evidence about implementing corporate strategies.

Answer plan

  • State the strategic aim plainly and define the team's connection to it.
  • Explain how you converted it into priorities, responsibilities and measures.
  • Describe what you changed or deprioritised.
  • Show how you checked understanding and adjusted execution.
  • Connect the result to the original aim.

Evidence to use: Select an example where the link between strategy and daily team decisions is clear.

Avoid

  • Repeating corporate language without explaining it.
  • Describing a strategy you did not implement.
  • Adding priorities without addressing capacity.
  • Using activity as a substitute for an outcome.
Practice question: Tell me about a technology or software change you evaluated for organisational needs.

What they want to learn: This prompt helps you prepare evidence about IT and software tools that support current or future organisational needs.

Answer plan

  • Define the organisational need before describing the technology.
  • Explain the users, processes and constraints you examined.
  • Compare realistic options using relevant criteria.
  • Describe your recommendation and how adoption was handled.
  • Give the result and any limitation discovered later.

Evidence to use: Use a case where you evaluated fit and consequences rather than simply buying or learning a tool.

Avoid

  • Leading with fashionable technology rather than the need.
  • Listing features without selection criteria.
  • Ignoring the people or process changes required.
  • Claiming technical expertise beyond your role.

Employer-specific preparation

Use these prompts only for the named employer and role context.

For a UK Anti-Doping People Manager application, how would you provide consistent people-management advice while responding to the circumstances of a particular case?

What they want to learn: For the UK Anti-Doping People Manager role, this prompt helps prepare evidence about providing proactive and consistent advice to managers on people policies, procedures, best practice and employment legislation.

Answer plan

  • Choose a relevant case and explain your remit.
  • Describe how you established the facts and identified applicable internal guidance.
  • Explain how you kept the advice consistent while accounting for the circumstances.
  • Show how you communicated options, risks and next steps.
  • Give the outcome without disclosing confidential information.

Evidence to use: Prepare a redacted example where your advice was usable and consistent with the applicable organisational process.

Avoid

  • Quoting policy without applying it.
  • Giving legal conclusions beyond your responsibility.
  • Confusing consistency with identical treatment.
  • Disclosing sensitive information.
For a UK Anti-Doping People Manager application, tell me about a time you developed and motivated direct reports while maintaining day-to-day delivery.

What they want to learn: For the UK Anti-Doping People Manager role, this prompt addresses managing, developing and motivating two direct reports while operating the people function.

Answer plan

  • Explain the workload and development need.
  • Describe how you agreed responsibilities, support and development goals.
  • Show how you protected day-to-day delivery while making room for learning.
  • Explain how you gave feedback and adjusted your approach.
  • Give separate evidence of delivery and development outcomes.

Evidence to use: Choose an example where a direct report gained capability or responsibility while operational work continued.

Avoid

  • Treating a course as the whole development plan.
  • Taking over whenever pressure increased.
  • Claiming motivation without evidence.
  • Applying the detail about two direct reports to another employer.
For an Ofwat application, which example best demonstrates the skills and behaviours needed in the role?

What they want to learn: Ofwat uses its competency framework to develop competency-based interview questions and assess whether potential recruits have the skills and behaviours needed in its roles.

Answer plan

  • Review the role information and choose an example that best shows relevant skills and behaviours.
  • Describe the situation and the task you personally held.
  • Concentrate on the decisions and actions that demonstrate those skills and behaviours.
  • Explain the result with proportionate evidence.
  • Reflect briefly on what the example shows about how you work.

Evidence to use: Choose an example relevant to the Ofwat role that contains clear personal actions and a result you can support.

Avoid

  • Using a generic story without explaining its relevance to the role.
  • Naming framework content that Ofwat has not provided to you.
  • Using collective language that hides your contribution.
  • Giving an outcome without explaining the actions behind it.
05

Questions to ask them

“What would you want the person appointed to accomplish in their first few months?”

This clarifies the immediate priorities and whether the role appears realistic and properly supported.

“How will you judge whether the manager is doing well?”

This reveals the outcomes that matter and how clearly the employer has defined success.

“What are the team's main priorities at present?”

This helps you understand where your time would go and how closely your experience fits the work ahead.

“Where does the team most need support from its next manager?”

This may uncover coaching, workload, process or relationship issues that are hard to spot in the job description.

“Which decisions can this manager make independently, and which need wider agreement?”

This helps you understand the practical limits of the manager's authority and how the organisation makes decisions.

“Which stakeholder relationships will need attention first?”

The answer may show whose support you will need and where competing expectations could arise.

“What support or development is available to managers?”

This helps you assess how the organisation supports managers when they face difficult or unfamiliar situations.

06

On the day

In person

  • Re-read the job description and your chosen examples before leaving, but do not try to memorise complete answers.
  • Bring the interview details, the named contact's information and any documents or notes the employer has permitted.
  • Allow enough travel time to arrive composed. If an arrangement is unclear, ask the named contact rather than guessing.
  • Listen to the whole question. Keep the context short, make your actions clear, then explain the result and what you learnt.
  • Before leaving, check that you understand the next step and when the employer expects to contact you.

Remote

  • If your interview is remote, test your camera, microphone, connection and meeting link in advance.
  • Choose a quiet, well-lit space and close applications that could produce alerts or use bandwidth.
  • Keep permitted notes brief and beside the screen so that reading them does not interrupt the conversation.
  • Have the named contact's details ready in case the platform fails, and report a technical problem promptly.
  • Look towards the camera while speaking, but use the screen naturally while listening to the question.
07

Common mistakes

In manager-role leadership examples, describing everything as what "we" did can hide your personal contribution.

Acknowledge the team, then state the decisions, conversations and actions for which you were responsible.

In manager-role leadership examples, saying only that you "communicated with the team" is too vague to show how you led.

Describe what you said or did, who needed to be involved and how your approach addressed the situation.

In manager-role leadership examples, spending most of the answer on background can leave little room for actions and results.

Reduce the context to what the interviewer needs, then spend most of the answer on your choices, actions, result and reflection.

In manager-role leadership examples, stopping before the result leaves the interviewer unable to judge the effect of your actions.

State what happened after you acted, using a precise outcome where you can support it truthfully.

In manager-role leadership examples, claiming sole credit for an obvious team effort can weaken your credibility.

Recognise other people's contributions while distinguishing the part you led or delivered.

In manager-role leadership failure questions, evading responsibility or omitting the lesson makes the answer incomplete.

Explain the failure honestly, take appropriate responsibility, then show what you learnt and later applied.

08

After the interview

Send a brief message after the interview to thank the interviewers for their time. Refer to one specific point from the conversation, confirm your interest without overstating it, and supply any information you promised.

Write down the questions while they are still fresh. Note which examples worked, where you became vague and which follow-up questions exposed a gap. If the stated response date passes, send one concise, factual enquiry to the named contact.

09

Frequently asked questions

From guide to application

Make your CV and your answers tell the same story.

Use cvlift to tailor your CV to the role and bring the most relevant experience forward. Then use this guide to practise the examples behind it.

Tailor my CV