This is a straightforward exchange of information, normally focusing on your CV. You will be asked questions relating to your education, prior work experience, career interests, etc. and will have the opportunity to ask about the firm and position. First interviews often take the form of a standard interview, allowing both parties to get to know each other better and decide whether there is common interest. During this phase, recruiters look for evidence of clear career goals, confidence, poise, communication skills, motivation and enthusiasm. They may also test your knowledge of the sector.

Behavioural interviews are increasingly used in MBA recruitment. They take the form of a conversation but focus on you and your behaviour rather than tasks carried out during previous jobs. The basis of behavioural interviews is the belief that past experience is a predictor of future behaviour. Often behavioural interviews will include a number of hypothetical questions, asking how you would react to given situations. Behavioural interviews are often competency based, measuring your response to issues you are likely to come across in the job, such as managing other people, problem-solving or taking initiative.

To prepare for behavioural interviews, you should identify significant experiences in your previous positions or during the MBA that clearly demonstrate the competencies you possess. You should structure these "stories" according to the PAR (Problem-Action-Result) structure - i.e. explain the situation, outline what you did, and describe the impact that your action had on the company/team/project.

The aim of the stress interview is to create intense pressure in order for the interviewer to observe your reaction and performance in a stressful situation. By setting probing questions, contradicting your answers, being intimidating and interrupting, interviewers will look for evidence that you can remain cool in the face of adversity and think well on your feet. Stress interviews are typically used in sectors such as consultancy or investment banking where clients might similarly put you under pressure.

Preparation and self-confidence are the keys to success in a stress interview. Your response should be well thought out and made in an assertive manner. You should be prepared to justify your point of view and back up your argument or opinion with examples. You should always remain professional during a stress interview regardless of how much pressure the interviewer puts you under.

The case interview consists of posing a business problem affecting a particular company and sector that candidates must resolve through questions and procedures that they explain to the interviewer. Typically used by strategy consulting firms, case interviews test the candidates ability to work with incomplete information, to solve problems, to make reasonable assumptions and to explain their rationale.

Please check the section of Consulting Interviews (left menu) for more information and recommendations for success in case interviews. 

Assessment centres vary between organisations and are typically used for recruitment and promotional decisions. They are typically held within a group setting where a number of candidates are assessed at the same time by a number of assessors from the recruiting organization. Assessment centres can last from anything between a few hours to three or four days and typically include a number of exercises such as:

In-tray exercises: A simulation of typical tasks that a manager may have to deal with. Candidates are given a number of documents and asked to prioritise and repond, either in writing or orally.

Leaderless group discussions: A group of five to ten participants are given a problem to solve or issue to debate within a specified time. Roles may or may not be assigned. Often the group is asked to come up with a conclusion or solution.

Business Games or Group Tasks: Groups or individuals within the group are assigned a task or a problem to solve. These tasks often involve synthesising large amounts of information and coming up with a solution. They may take the form of a case study within a group.

Role Play: Candidates are asked to simulate a simulation that might typically occur on the job. An "actor", normally an assessor from the company, often plays the role of another person and you will be asked e.g. to handle a performance discussion with you playing the manager and them playing the employee.

Structured interviews: Interviews are almost always part of an assessment centre and will typically measure pre-defined competences such as problem-solving, analytical skills and interpersonal skills.