Acing the Interview!

Mr. Ali Shehzad is an officer of the Pakistan Administrative Service (former DMG) and he topped the interview in his CSS examination.

‘The CSS hopefuls’ interview with members of Federal Public Service Commission (FPSC), together with the psychological assessment that precedes, is a ‘game-changer’ in the selection process for Central Superior Services (CSS). Before we embark upon a detailed rundown on the structure, the spirit and suggestions regarding the psychological test and interview, it would be appropriate to fully understand the significance of this part of the selection process.’

The interview part may arguably be called a discretionary assessment. This means that the evaluation is to a great extent subjective and not entirely objective. The psychological part of the interview is more objective in nature while the actual interview is more inclined towards the subjective assessment of the candidates by the interviewers. Subjectivity, however, does not, in any way, imply unfairness. The interviewers, members of the FPSC, are highly experienced and veteran government servants who have spent their lives working as part of the nation’s civil or military bureaucracy, thus providing them the requisite acumen and judgment to ascertain a candidate’s credentials and suitability.

The interview/psychological assessment are highly substantial and decisive also because of the fact that for most of the candidates, the difference in marks in the written part of the examination is just nominal. Many candidates share equal scores in the written exam and even otherwise, the margin is very close with dozens of candidates falling within a range of five to ten marks difference. In this case the interview becomes the decisive factor for two reasons: one, obviously, because if the scores of the written part are equal, the interview would conclusively determine the fate and final placement of the candidate; two, because the margin of difference in score is very high for the interview i.e. the difference in the score of a successful interview and an unimpressive one might range from 30 to 50 marks or even more. This huge difference can thus either give you a substantial gain over other candidates who otherwise are ahead of you in the written exam, or it can throw you several positions down by nullifying your lead over other candidates which you had gained in the written part of the examination
The interview thus is a double-edged sword which can dramatically alter your chances of securing top positions in the CSS exam, so every candidate must make his/her utmost attempt to use this opportunity for the best.

Before starting off with the discussion, it would be pertinent to mention that a very comprehensive and useful article written by Dr Waheed Asghar (PAS) and Mr Humayun Ahsan (PAS) has already been published in JWT’s November 2012 edition. But while that article focused more on the elemental aspects and structure of the interview process, this article would emphasise, and elaborate, the softer side i.e. the theoretical and intellectual underpinnings as well as ‘tips and tricks’ with regard to the interview and psychological assessment.

The Psychological Assessment
The psychological assessment spans over two days with a multitude of different psychological and general tests, exercises and group activities. The tests conducted on the first day primarily include:
Objective-type personality-based questions;
One-liner personality-based questions;
The scene-based questions or situational analysis in which a particular scene is explained and questions are asked as to how one would behave in a particular situation;
Picture story writing;
IQ tests (mathematical and visual);
Vocabulary-based IQ/EQ tests;
Autobiography: for which the candidates are given eight minutes to write.
Questions about favourite books, personalities, hobbies, sports, achievements in life and reasons for opting the group of first preference etc.
Some of the questions/tests are repeated while some are introduced every year. While the questions may remain the same or change with time, the basic and fundamental approach for a favourable psychological assessment remains the same. In this regard the following points should be adhered to

Positivity:
An optimistic and positive approach towards life is perhaps the most essential requisite for a good psychological profile. Pessimistic, sceptic and cynical tendencies are absolutely unwanted and must be done away with.

Coherence and authenticity:
One must not bluff or pretend to be what one is not. The tests are designed with ample redundancy and the same questions are asked in different ways at different places. Incoherence is eventually detected and reflects badly the credibility and authenticity of the candidate’s personality.

Energy:
The hopefuls are expected to be young and energetic with the vigour to do something meaningful in life. Dull, depressed and laid-back personalities are not given much credit.

Balance:
A balanced personality is an ideal personality. While having a passion for a particular idea or field is nothing negative; it should not have come by ignoring other aspects of your personality e.g. if you excel at sports, it should not be at the cost of your studies. If you are academically superior, it should not have come at the cost of your social life or co-curricular activities.

Preparation and practice:
While some of the features of our psychological profile may be hardwired, others can be modified or refined by conscious effort and practice. The hopefuls must exert themselves and inculcate in their personality the required traits, in addition to other generally known attributes of a positive character.

The second day of psychological assessments comprises two group discussions: one in English and the other in Urdu, followed by a session of Command Tasks and then a brief interview with the panel of psychologists which assesses the candidates throughout the group activities. The structure and details of these activities have already been discussed. Here are a few tips as to how a candidate should carry himself in these activities:

Group discussion
Open the discussion only if you have sufficient command over the assigned topic;
Participate only when you have something meaningful to contribute. Don’t just speak for the sake of speaking;
Do not hijack the discussion by trying to speak all by yourself and not letting anyone else speak. No matter how much knowledge you possess, in group discussions you are being judged primarily for your ‘group behaviour’ and not for your knowledge;
Don’t get into a one-on-one argument with another candidate. If someone tries to indulge you in an argument, avoid it in a polite and dignified way;
Be polite and civilized in your manners. Male candidates should make it a point to behave courteously towards female candidates. But the courtesy should not come at the cost of a healthy discussion and must not cross the line where it starts to seem inappropriate;
The group, as a whole, should focus on ‘solutions and reconciliation’ and the discussion should preferably be closed on a positive and conclusive note, to which all participants seem to have agreed. Bear in mind that you are not just competing with your fellow-candidates in your own group but as a group also competing with all the other groups.

The Command Task
The ‘Command Task’ is the activity where a situation and a particular designation i.e. a position of command are assigned to each participant one by one. Every participant then chairs a meeting on the given issue and the rest of the group-members have to attend. Following guidelines may be followed during this exercise:

As chairperson of the meeting:
1.    Open the meeting by welcoming the participants;
2.    Introduce yourself;
3.    Introduce and clearly explain the situation/issue assigned to you;
4.    Invite comments/suggestions/feedback from participants one by one;
5.    Move in an orderly fashion starting from one side and going on to the other end. Do not open the house for random or out-of-turn com ments;
6.    In case a suggestion seems absurd or non-practical, discuss it with the participant and try to understand his point of view or convince him about yours, but never ridicule any suggestion;
7.    Do not waste too much time on one participant. If someone overstretches his time, ask him politely that you are short of time and other participants need to speak as well;
8.    After everyone one has spoken – and if time allows – ask if anyone wants to contribute further;
9.    Filter, refine and organise the points given in a viable, practical and executable solution;
10.    Announce the decision in a well-structured and articulate way;
11.    Thank all participants for their suggestions and participation;
12.    Close the meeting.

Important:
The allocated time for Command Task is eight minutes. Keep at least two minutes for concluding the meeting and announcing your decision because no matter how good a meeting is, without a good final decision it is pointless. The preferable time distribution (approximately) would be to give two minutes to introduction and explanation of the problem, four minutes for the feedback from the participants and two minutes for announcement of the decision and closing of the meeting.

As a participant:
i.    Remember that you are not judged only when you are chairing the Command Task but also during every Command Task as a participant;
ii.    Give relevant and meaningful input only;
iii.    Do not try to impose your point of view on the chairperson or the house.

Important: Keep more than one point in your mind to contribute because as your turn to speak approaches, some other participant might speak the same singular point which you had thought of and you might not be left with sufficient time to think of another creditable point.

Peer Assessment
At the end of the group activities, the hopefuls are asked to rate their fellow-participants. These ratings are confidential and not shared among the participants. The hopefuls are advised to be forthright and honest in their assessment of peers as this judgment is in turn used to judge the candidate himself. Favouring or downgrading someone because of personal reasons would only reflect poorly on your own self.

Interview with Chief Psychologist and Panel
The interview with the panel of psychologists is usually conducted solely by the Chief Psychologist but at times other psychologists may ask a couple of questions as well. Following points are to be considered while appearing before the Chief Psychologist:
1.    Be the same person that you have been during the two days of your assessment;
2.    Don’t bluff. Don’t be snobbish, pretentious or fake;
3.    Be confident but not proud;
4.    Be respectful but not servile;
5.    Be logical and convincing but not argumentative;
6.   Focus on positivity, balance, rationale and finally reconciliation. Don’t be pessimistic, illogical or belligerent.

Important tip:
On each day of psychological assessment, after you are done for the day’s activities, note down the topics discussed, answers given, and any other significant points you made during the activities. These notes would help you revise and refresh your logical stand and position when you go for the actual interview, three or four weeks after this psychological assessment.

I N T E R V I E W

The interview with Chairman FPSC and the panel of members is the crux of the interview and the psychological assessment process. While preparing for the interview, the hopefuls must realise that it carries 300 marks, which is equivalent to three papers of the written examination. Moreover, the interview is for only 30 to 40 minutes in contrast to the twelve long papers of the written exam, stretching over several days with a rigorous and gruelling routine, making it as much a test of endurance as it is a test of knowledge and academic skills. Thus, it is an excellent opportunity to gain maximum advantage in minimum time and with much less effort. The only condition however is an intelligent plan of action and a little exercise. Lastly and most importantly, as previously discussed, the margin of difference in scores is huge, thus making interview the ‘make-or-break factor’ and the most significant part of the whole selection process of this highly competitive examination.

Things to do before interview
Prepare yourself for a comprehensive, logical and realistic discussion regarding your preferred occupational group;
Prepare yourself for discussion on any topic from your Optional Subjects;
Revise your noted points from the psychological assessment;
Prepare and practise a short introductory speech about your family, academic qualification, work experience (if any) and personal ambitions and aspirations. The speech should not be too long but preparing and practising it before hand would enable you to introduce yourself in an eloquent manner, thus creating a positive first impression on the interviewers.

Things to ensure during interview
a) Enter the room with permission;
b) Take your seat with permission;
c) Settle down and compose yourself;
d) When asked for introduction, deliver your
introductory speech as already prepared and practised. It should not be longer than two to three minutes;
e) When the chairman or any other member asks a question, let him complete his question. Do not start answering while he still has not finished     asking the question;
f) If unclear about a question, you may request the interviewer to further explain the question for your comprehension;
g) For opinion-based discussion-oriented
questions, do not just start speaking out the answer as soon as the member completes his question. Take a brief moment to make a mental sketch of your answer and then start speaking. This would help you in giving an orderly and articulate reply. But remember that     the pause should not be awkwardly long;
h)In case of cross-questioning by an interviewer, give cogent, logical and rational arguments in a respectful manner. Do not convert the discussion into a squabble;
i) Do not get rash or rude no matter how confrontational a discussion becomes; Always remain respectful and polite.
j) Never say ‘let’s agree to disagree’ or that
‘everyone is entitled to one’s own opinion’ to the interviewer. It’s not your prerogative to say that. You must keep defending your point of view rationally and respectfully and either convince him or let him decide when to stop pursuing;
k) Do not try to impress the panel with your
information or knowledge. Giving your opinion in a well-structured and confident way is recommended but trying to prove that you know more than the interviewer is absolutely uncalled for and will invariably prove counterproductive;
l) If you know absolutely nothing about something that you have been asked about, just excuse and do not give irrelevant statements;
m) Think ahead during the discussion and be prepared for what course the discussion might take next. Do not steer the conversation to a topic over which you do not have full command.

Important: Say what you believe in and believe in what you say. If you say what you truly believe in, you will sail successfully through the cross-questioning session. Remember, one cannot defend for long a point of view which one does not actually believe in.

When the members are done with questions and allow you to leave, thank them and exit the interview room with grace.

INTER-View
Bear in mind that the interview is a two-way process. You must not passively respond to the interviewer. Instead, you should be actively reading his facial expressions and body language to gauge if he is feeling impressed, satisfied or displeased with your reply    and use your observation to ‘evolve’ during the discourse and come up to his expectations.

This is a skill which may only be tried after sufficient practice and mock interviews. This refers to the case when a candidate is fully in charge of the discussion, to the extent that he purposely brings up or refers to a point to draw the interviewer to a particular topic which is the strong side of the candidate. This is, however, a risky domain and cannot be tried by anyone who does not have sufficient expertise.

The final word
The interview in the CSS exam is a multi-pronged assessment of your intellect, knowledge, intelligence, articulation, communication skills, presence of mind, dressing, presentation, body language, etiquette and emotional stability. Some candidates might excel in some of these areas and lacking in some others, but the highest interview scores are secured by candidates who have balanced approach towards life and who have successfully polished all these facets of their personality.

A personality, it is believed, is the sum-total of all what we have seen, learnt and experienced in your life and that it cannot be changed overnight. But there is also no denying the fact that knowledge, finesse, refinement and panache are acquired    and not ingrained. With the right guidance and sufficient training any candidate can achieve these benchmarks and benefit from the interview to the maximum of his/her advantage. In the end, I wish all the candidates the very best with their endeavours, hoping that this attempt of mine serves its purpose and proves to be of good use to them.

By: Ali Shehzad, PAS