This section provides information on different selection methods that you may encounter in your job search. Please be aware that selection processes are tailored to fit the vacancy in question, and are also influenced by practical realities, such as the time available to the recruiting organisation, and the likely size of the applicant pool. Consequently, whilst as a candidate you are likely to experience some of the methods detailed here, you may not experience all of them.

This is usually the first opportunity for face-to-face contact with the organisation, or representatives acting on their behalf (such as a recruitment consultancy). The initial interview will normally be wide-ranging, with questions designed to tap your competency, personality, knowledge and interests. It should be a two-way process, allowing you an opportunity to find out about the organisation, as it is in the interests of both parties to understand each other as fully as possible. Therefore, be prepared to explain your achievements and aspirations.

Some employers interview only once, whereas others adopt a more extensive recruitment process. These latter organisations often use the first interview to identify candidates who appear to meet their initial selection criteria. These candidates are then progressed to the subsequent stage of the recruitment process, typically involving a second interview, and possibly some of the other selection methods outlined below. Some candidates can be frustrated by having to jump through this series of hoops. However, bear in mind that organisations who are serious about their recruitment process are likely to be equally serious about the training, development and career progression they provide for their new recruits. Therefore, the effort is usually worthwhile.

Psychometrics are standardised assessment methods designed to measure various aspects of your mental faculties ("psycho" = mental, "metric" = measurement). There are three broad types of psychometric.

Ability/ aptitude tests
These test your ability or aptitude in various areas. They have right and wrong answers, and you obtain a score which is usually compared to a group of others who have sat the same test. Common ability/ aptitude tests measure numerical and verbal reasoning, although other tests are sometimes used (e.g. computer aptitude, spatial reasoning, managerial judgement). Tests are used because they provide employers with systematic, objective information about the candidate, and their likely strengths and development areas.

Personality measures
These identify aspects of your personality and preferred work style. For example, they might ask questions about the extent to which you like to plan ahead, how outgoing you are etc. It is important to note that personality measures assess habitual performance (how you typically do things) rather than optimum performance (how good you are at something). Consequently, there are no right and wrong answers, but rather a profile of your personality is produced. It is sensible to answer the questions honestly, rather than try to portray yourself in the way you believe the organisation wants you to be. Otherwise, you may end up in a job that doesn't suit you at all.

Interest inventories
These identify work or job aspects that are likely to be of interest to you. They are rarely used in selection processes, more typically being utilised for career guidance purposes. Indeed, you may have completed an interest inventory at school or university. It is unlikely that you will come across them in your job search activities.

In summary, you may well encounter psychometrics as you apply for various jobs. They are sometimes used in conjunction with the first interview, but more typically will be used at a later stage of the selection process.

The assessment centre usually lasts for one day, although it can be longer or shorter. It typically consists of a range of exercises and tests designed to assess those characteristics essential to job success. Listed below are some examples of exercises you may come across;

Group Exercise
Here candidates work together to solve a problem, or to negotiate a way forward. Sometimes candidates are given the same brief, and in other exercises candidates are each given a different role (e.g. each candidate might be asked to represent a different department). Don't assume that the organisation is necessarily looking for someone to be a dominant leader, or to monopolise the discussion. However, do try to participate as fully as possible in the exercise. Seek to involve yourself and others in an upbeat way, focusing on the objective or the task you have been set, and the process of working within a group.

Presentation Exercise
Here you are may be given a limited amount of time to analyse a problem and prepare a presentation. You then make the presentation to an audience, usually (but not always) consisting of one or two assessors rather than other candidates. Making presentations is one of the biggest fears of British managers, and therefore you are not unusual if you feel nervous. Assessors are aware of this, and take account of it. View it as an opportunity to show what you can do, and try your best. As a tip, don't just focus on the content of your presentation - think about the structure as well - i.e. give it a clear introduction, a clear middle, and summarise at the end.

In-Tray Exercise
Here you are provided with a 'basket' of different items which you need to work through and decide how to handle. Try to prioritise your time as best you can; some items are likely to be more important than others. Successful performance in most in-tray exercises depends on spotting links between different items in your in-tray. Therefore, try to note key details as you work through the in-tray, and look for connections with other items.

Role-Play Exercise
These can take many forms, but you will typically be given a brief, and time to prepare, before taking on a role (e.g. a manager counselling an under performing subordinate). Usually the other role-player (in this example, the subordinate) will be an assessor, who will evaluate your performance. A tip here is to ask plenty of questions early on in the role-play. This will help you understand where the other person is coming from, whilst giving you time to think and tailor your approach.

Written Exercise
As its title suggests, in this exercise you are required to provide a written output, most often a report based on some information that you are given to analyse. Again, don't just focus on the content of the exercise (i.e. the task you are given) but also give thought to the structure and layout of your report.

Interview
The type of interviews used at assessment centres varies widely, but there tend to be two main formats.

1. Situational interview
   Here you are presented with a scenario, and asked how you would handle it. These situations can range from the simple ("Imagine you have just joined us as a new recruit. How would you find out about the business?") through to the more imaginative ("You are mayor of a major town. You have just been informed that the water supply has been contaminated with a highly toxic substance. What would you do?"). Employers may be looking for a number of different things from your answers, but they are likely to value candidates who have lots of practical ideas.
2. Behavioural interview
   Here you are asked to provide examples from your previous experience of where you have demonstrated relevant competencies. For example, "Tell me about a situation where you needed to work as part of a team to achieve a challenging goal. What was your role? What specifically did you do? Why? What impact did it have? What was the outcome? "
   
   In preparing for any interview, especially this type, it does help to identify in advance some examples of where you have had to demonstrate common competencies (e.g. communication, teamwork, self-motivation etc.).

One of the benefits of the assessment centre is that it can provide you with a chance to sample aspects of the role for which you are applying. Additionally, it enables you to show what you can do. On the centre, try your best, but be yourself. If the job is not right for you, it is better to establish this at the centre, rather than six months into the job.

In summary, in any selection process remember;

	Arrive on time.
	Try your best, but be yourself.
	Organisations want to recruit good people, and they spend a lot of money on it. Therefore, they want you to do well.
	View the selection process as a two-way street; take the opportunity to find out about the organisation. Get answers to any questions that you have.
	If you're unsuccessful, especially after an assessment centre, ask for feedback. You will learn something valuable. If you get the job, ask for feedback anyhow. It shows you're keen to learn.