NHS interviews are designed to find out not just what you can do, but who you are. They focus heavily on your values, teamwork, and how you handle real-world situations, using an approach called 'values-based recruitment'. The best way to prepare is to understand the role, research the Trust, and have a bank of specific examples ready to share using a clear structure like the STAR method.
Understanding the NHS interview process
Getting to the interview stage is a big achievement. Your application, likely submitted via NHS Jobs or a similar portal, has been scored against the essential and desirable criteria in the person specification. The interview is the next crucial step, designed to see the person behind the paper and confirm you’re the right fit for the team, the role, and the NHS as a whole.
Most NHS interviews are conducted by a panel of two or three people. This usually includes your potential line manager, a senior colleague, and sometimes a representative from HR or a specialist in your field. Their goal is to assess your skills, experience, and, most importantly, your values.
The NHS is built on a foundation of values-based recruitment, which is rooted in the NHS Constitution. Interviewers will ask questions designed to see how your personal values and behaviours align with these six core principles:
- Working together for patients: Collaboration and teamwork are key.
- Respect and dignity: Treating everyone with consideration and kindness.
- Commitment to quality of care: Striving for the best standards and outcomes.
- Compassion: Showing empathy and understanding.
- Improving lives: Making a positive difference to patients and colleagues.
- Everyone counts: Ensuring fairness and inclusivity.
Your task is to prove you don't just agree with these values, but that you actively demonstrate them in your work.
Common opening questions: setting the scene
Most interviews start with a few broad questions to help you settle in. Don't be fooled by their simplicity; they are a great opportunity to make a strong first impression.
"Tell me about yourself."
This is not an invitation to share your life story. It’s a prompt for a concise, professional summary – your 'elevator pitch'. Structure your answer by briefly introducing your current role, highlighting 2-3 key achievements or skills that are directly relevant to the job you're interviewing for, and finishing by stating why you are interested in this specific opportunity. Keep it to around 90 seconds.
"Why do you want this job?"
This is where your research shines. A generic answer won't cut it. Connect your personal career goals with the specifics of the role. Mention what excites you about the job description, the team, or the service. Show that you see this as a meaningful step, not just any job.
"Why this Trust/organisation?"
Similar to the question above, this tests whether you've done your homework. Go beyond the homepage of their website. Have they recently won an award? Are they known for a particular specialism? Does their CQC report highlight an area of outstanding practice? Mention their stated values (usually on their 'About Us' page) and explain how they resonate with you. This shows you are genuinely invested in joining their specific organisation.
"What are your strengths and weaknesses?"
For strengths, pick two or three that are listed as essential criteria in the person specification. For each one, have a brief, concrete example ready. For weaknesses, choose a genuine, minor weakness you are actively working to improve. Frame it positively. For example, instead of saying "I'm bad at public speaking," try, "Public speaking is an area I've been actively developing. I recently volunteered to present in a team meeting to build my confidence, and I'm looking for more opportunities to grow in this area."
Values-based questions: proving you're a good fit
These questions are the core of the interview. They require you to provide evidence of how you embody the NHS values. The panel will be listening for specific examples, not just theoretical answers.
Expect questions like:
- (Working together) "Tell me about a time you worked as part of a multidisciplinary team. What was your role, and what was the outcome?"
- (Respect and dignity) "Describe a situation where you had to deal with a distressed patient, relative, or colleague. How did you handle it?"
- (Commitment to quality) "Give an example of a time you went above and beyond to ensure high standards of care or service."
- (Compassion) "Tell us about a time you had to show empathy and compassion in a difficult situation."
- (Improving lives) "Describe a suggestion you made that led to an improvement, however small, in a process or a patient's experience."
- (Everyone counts) "Tell me about a time you had to adapt your communication style to meet someone's specific needs."
The key to answering these is to have a collection of real-life examples ready. Before the interview, brainstorm situations from your career that demonstrate each of the six values. Our Interview Prep Pack can help you organise your thoughts and prepare compelling examples.
Situational and scenario questions: testing your judgement
These "what would you do if..." questions are designed to test your problem-solving skills, integrity, and understanding of professional boundaries. When you answer, always keep patient safety and official procedures at the forefront.
Common scenarios include:
- Conflict: "What would you do if you disagreed with a decision made by your manager or a senior colleague?" (Hint: Show respect for hierarchy while explaining how you would professionally and privately raise your concerns, especially if patient safety is involved.)
- Unprofessional conduct: "What would you do if you witnessed a colleague acting in a way that you felt was unprofessional or unsafe?" (Hint: The priority is patient safety. Your answer should involve speaking to the colleague privately if appropriate, but always escalating to a manager.)
- Pressure: "How would you handle a sudden and overwhelming increase in your workload?" (Hint: Talk about prioritisation, staying calm, focusing on the most urgent tasks, and communicating with your team or manager to seek support.)
- Complaints: "Imagine a patient or their relative complains to you about their care. What would you do?" (Hint: Emphasise active listening, showing empathy, apologising for their experience, and explaining the formal complaints procedure without being defensive.)
Structuring your answers with the STAR method
The STAR method is a simple but powerful technique for structuring your answers to competency and values-based questions. It ensures you provide a complete, compelling story that is easy for the panel to follow.
- S - Situation: Briefly describe the context. Where were you? What was the setting?
- T - Task: What was your specific goal or responsibility? What needed to be achieved?
- A - Action: Describe the specific steps you took. Use "I" statements, not "we". What did you do, say, think? This is the most detailed part of your answer.
- R - Result: What was the outcome? Quantify it if you can (e.g., "reduced waiting times by 10%"). What was the impact on the patient, team, or service? What did you learn from the experience?
STAR method in action
Let's look at an example for a Band 4 Medical Secretary asked to "Describe a time you had to handle a difficult situation with a colleague."
Situation: "In my previous role, a new process for booking appointments was introduced. One of my colleagues was struggling to adapt and was continuing to use the old system, which was causing errors and delays for patients."
Task: "My task was to help my colleague understand the new system and persuade them to use it, without undermining their confidence or causing friction within our small team."
Action: "I first asked my manager if I could set aside some time to support my colleague. I then approached them privately and empathetically, asking if they had any concerns about the new system. I listened to their frustrations and acknowledged the difficulties. I then offered to sit with them and go through it step-by-step, and I created a simple one-page checklist for them to keep on their desk as a reminder."
Result: "My colleague was really appreciative of the support. After our session, they began using the new system correctly and confidently. This eliminated the booking errors, reduced patient complaints, and improved the overall atmosphere in the team. I learned that offering peer support is often more effective than simply reporting a problem."
Questions to ask the interview panel
At the end of the interview, you'll almost certainly be asked, "Do you have any questions for us?" Always have two or three thoughtful questions prepared. Asking questions shows you are engaged, curious, and genuinely interested in the role.
Avoid asking about salary, annual leave, or benefits unless you are clarifying something that was unclear in the job advert. Focus on questions that demonstrate your commitment to the role and the team.
Good questions to ask include:
- "What does a typical day or week look like in this role?"
- "What are the main challenges the team is currently facing?"
- "What opportunities are there for training and professional development?"
- "How does this role contribute to the wider goals of the department?"
- "What do you enjoy most about working for this Trust?"
- "What are the next steps in the recruitment process and when can I expect to hear from you?"
Key takeaways
- NHS interviews are heavily focused on values. Know the six NHS Constitution values and prepare examples for each.
- Thoroughly read the person specification and job description; your evidence should align with the essential criteria.
- Use the STAR method (Situation, Task, Action, Result) to structure your answers, providing clear and compelling evidence.
- Research the Trust, its values, and its recent performance to tailor your answers and show genuine interest.
- Always have a few thoughtful questions ready to ask the panel at the end of the interview.
- In any scenario question, your response should prioritise patient safety, clear communication, and following official policies.