The Fire Dpartment Oral Interview

Posted January 24, 2021

The Oral Interview

In this article we will discuss good rules to follow and pitfalls to avoid when going through the oral interview process. We will analyze the components of the oral interview and identify concepts to help you do your best in the interview process

The oral interview is designed to evaluate the personal qualities and qualifications that are essential for the job, together with other intangible traits that cannot be satisfactorily gauged by the other components of the testing process. The end result of the promotional oral interview process is to establish a list indicating the best qualified candidate, as measured against his/her competitors.

There are three basic keys to know in order to be successful in the oral interview process. They are:

Know yourself.
Know the job you are seeking.
Understand the concepts of the oral interview.

These three keys are really described by one word… PREPARATION!

We are often asked the question; “When should I start preparing for the interview process?” Your preparation should actually begin years before you walk into the oral interview room, as truly understanding the S.O.P.’s, Rules & Regulations and the “personality” of your organization is not something you can “cram” for the week before your presentation.

Your experience, education and special qualifications, and how you present them, have a tremendous impact on your interview score. The interview board is especially interested in your involvement with special assignments, department projects and committee work. Just as important is the level of education in terms of college courses and degrees, Fire Officer and Chief Officer certifications and any other certified training the specifically applies to the promotion you re seeking. The most qualified candidates will usually have all these achievements checked off.

Most promotional candidates spend 90% of their study effort on the written examination and 10% of their preparation on the oral interview. This really doesn’t make sense, when both portions of the exam process may have equal weight. As you study supervision concepts, leadership principles and your Department’s S.O.P.’s, imagine yourself as the interviewer and create your own interview questions. The act of going through this process will instill these principles and concepts much better than rote memorization. You can practice the answers by audio taping yourself or by outlining your answers on 3 x 5 cards. You can play the tape back while driving, or review the cards in your spare time, even while standing in line at the post office. Everyone will just think you’re talking on your cell phone anyway!

Taking practice orals is extremely helpful. Video taping your practice interview and honestly reviewing your performance will enhance the learning process and allow you to sharpen up your presentation to be as effective as possible.

The oral interview process contains four components. They are:

Opening statement.
Background assessment.
Job knowledge.
Closing.

Along with the application, resume and cover letter, the opening statement is the first impression the oral board is going to have of you. It is obvious the opening statement is important. The following are typical introduction questions.

Tell us about yourself.
Why are you seeking this position?

Did you notice that these are pretty easy questions, and that the only person in the room who knows the “answer” is you? These questions usually come first simply to allow you to get into the flow of the interview process and to hopefully set you at ease. Take advantage of this opportunity. You know these answers!

So now you’re “relaxed”, right?

The kind of questions that are typically asked next can be:

What have you done to prepare for the position?
What qualifications do you have that relate to the position requirements?
Why do you feel you are you the best candidate?

You should have “ready to go” answers to all these types of questions and related ones. The best way to prepare these answers is in outline form, simply because if you write out the answers and memorize them, they appear to be fake or canned. If you develop your answers in outline form, the delivery will be more natural.

It is not necessary to take a lot of time answering the introductory question. One or two minutes should do it. You don’t want to bore the interview board and, if you’re organized, a lot can be said in those one or two minutes. The opening question is the first opportunity to impress the board. In an organized manner, discuss your background, experience and education and identify how it ties in to the position to which you are aspiring. Tell your story in terms of your contribution to the organization.

During the background assessment portion of the interview, the board uses your application, resume and cover letter to explore your qualifications. This indicates the importance of properly filling out a concise one-page resume and creating a comprehensive cover letter. If crafted well, the cover letter and resume may be used to lead the interview, as it gives the board knowledge of your qualifications and accomplishments, and provides an excellent starting point for them. And that is just what you want them to do.

There should be several questions that attempt to assess the depth and comprehension of your job knowledge. This is often done through hypothetical or “what if” questions. Questions often revolve around subordinate or peer problems; substance abuse, the irate citizen, discrimination or sexual harassment in the workplace. Detailed knowledge about the responsibilities of the position you are seeking, as well as intimate knowledge of departmental operating procedures and rules and regulations are essential when dealing with these types of questions. Also, be aware that in addition to your knowledge being evaluated, the board is also assessing your interpersonal skills.

One of the most common types of hypothetical questions asked during the interview is the typical subordinate counseling situation. The following is a brief check-off list to use when dealing with a subordinate problem:

Review the employees work history.
Identify the behavior in question.
Determine the facts that are available to you.
Document the behavior.
Discuss the situation with the team member in a constructive manner.
Identify the team member’s questionable behavior.
Most importantly, stick to the facts of the situation.
Listen to the employee’s response.
Identify if there are mitigating circumstances.
Show empathy.
Be sensitive to important issues.
Indicate that you want to help.
Discuss ways to improve.
Document your meeting/counseling session.
Monitor behavior.
Be prepared to have a follow up discussion, whether it be negative or positive.

The closing statement is extremely important because it is your last chance to leave the board with a positive impression of you, the impression they will have as they discuss and determine your grade. It is not a time to rehash the entire interview, but a time for you to focus the board on your strengths and your commitment. You should take 15-20 seconds for your closing statement. Once again relate your background to the requirements of the position. As you leave, remember to give each board member a good handshake, thank them, use their name and rank if you can remember it, and look each one of them directly. Don’t forget, no sweaty palms. If you need to, wipe your hands on your pants leg and to get the sweat off. Actually, if you have prepared well enough and have maintained your poise, don’t be surprised if you feel pretty good at this point!!

SUMMARY:

The best way to do well on an oral interview is to know yourself and to prepare yourself for the job that you are seeking. This article is intended to help reduce apprehension when taking an oral interview and to help you put your best foot forward while presenting your qualities and qualifications to the board members.

Simply stated, the oral board’s function is to select the best candidate for the job. They actually want you to do your very best. Board members realize you are under stress and take that into consideration. Remember, they have also been on your side of the table! However, they also want to see how you respond to the stress of the interview as an indication of what your behavior may be under the very real pressures of the job you are seeking.

Consequently, the board will be influenced by the poise you display, the personal traits you show, and the manner in which you respond. It is up to you to convince the board that you possess the necessary qualifications to assure exemplary performance in the position you seek. Again, proper preparation is your greatest asset in performing in a successful way during the interview process.