{"id":1286,"date":"2016-05-27T20:56:49","date_gmt":"2016-05-27T19:56:49","guid":{"rendered":"http:\/\/stg-blogs.bmj.com\/adc\/?p=1286"},"modified":"2016-04-30T00:06:32","modified_gmt":"2016-04-29T23:06:32","slug":"getting-through-the-interview-faq-about-q","status":"publish","type":"post","link":"https:\/\/stg-blogs.bmj.com\/adc\/2016\/05\/27\/getting-through-the-interview-faq-about-q\/","title":{"rendered":"Getting through the interview. FAQ about Q."},"content":{"rendered":"

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So there’s maybe a few things that you’ve always wanted to ask about Consultant interview questions but never quite found someone to speak to … or perhaps found someone who you could ask but feel too daft to do so … well.<\/p>\n

Once again we’ve got Ian, Vin & Helen to rescue you.<\/p>\n

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This refers to questions you may ask about the interview; we\u2019re not covering questions asked in interview.<\/p>\n

 <\/p>\n\n\n\n\n\n\n\n\n\n\n\n
Question<\/td>\nAnswer<\/td>\n<\/tr>\n
If the chief exec isn\u2019t on the panel, should I arrange to visit them before the interview?<\/td>\nA consultant is typically in post for 20 to 30 years, and will cost at least \u00a3100k to employ.\u00a0 During this time they will be responsible for spending easily ten times this; remember that clinicians control most spending in the NHS.\u00a0 Therefore, the appointment of someone to a consultant post is a lifetime investment of up to \u00a330 million.\u00a0\u00a0 So, you tell us; do you think this is worth 30 minutes of a chief executive\u2019s time?<\/td>\n<\/tr>\n
If I have to do a presentation, what are your top three tips?<\/td>\n1.\u00a0\u00a0\u00a0\u00a0\u00a0 Don\u2019t run over time.<\/p>\n

2.\u00a0\u00a0\u00a0\u00a0\u00a0 Limit the number of slides<\/p>\n

3.\u00a0\u00a0\u00a0\u00a0\u00a0 Allow time for questions.<\/td>\n<\/tr>\n

What are the answers to the questions I\u2019ll get asked?<\/td>\nIf we told you that it wouldn\u2019t be an interview.\u00a0 If you have to ask, you haven\u2019t been paying attention so far.<\/td>\n<\/tr>\n
Should I ask a question at the end of the interview?<\/td>\nEntirely up to you.\u00a0 You don\u2019t have to.\u00a0 If something has come up, then do go ahead and ask.\u00a0 But don\u2019t ask a daft question just for the sake of it.\u00a0 If you can\u2019t spot a daft question, you\u2019re on your own.\u00a0 Hint:\u00a0 if you turn up so poorly prepared that you ask about the rota or something else basic about the job, you won\u2019t make a good impression.<\/td>\n<\/tr>\n
What do I need to know about the broader context of the NHS etc?<\/td>\n<\/td>\n<\/tr>\n
Is it better to go first, last or middle?<\/td>\nTwo answers.<\/p>\n

1.\u00a0\u00a0\u00a0\u00a0\u00a0 You\u2019ve got not choice, so don\u2019t worry.<\/p>\n

2.\u00a0\u00a0\u00a0\u00a0\u00a0 It really doesn\u2019t make a difference<\/td>\n<\/tr>\n

There don\u2019t seem to be many medics on the panel.\u00a0 In fact, there seem to be hardly any \u2013 mostly managers.<\/td>\nYes. \u00a0Well spotted. See here.<\/strong><\/td>\n<\/tr>\n
What\u2019s a non-executive director?<\/td>\nThere isn\u2019t really space to describe this in full here, but in short they are members of the board who do not have a specific employment to deliver any of the services \u2013 ie they do not execute anything, ie they are non-executive \u2013 but do have a statutory duty to ensure that the trust is properly run.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

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