NHS IT Related Interview Advise Please
Discussion
Going for a couple of interviews over the coming weeks and after some thoughts on some questions that may come it as they have in the past.
1. You have a major system down impacting a large department could be patient affecting and also the chief exec is unable to open email and going to an important fund securing meeting, which do you deal with first and why.
2. Member of staff is being bullied by fellow member of staff how do you deal with it.
1. You have a major system down impacting a large department could be patient affecting and also the chief exec is unable to open email and going to an important fund securing meeting, which do you deal with first and why.
2. Member of staff is being bullied by fellow member of staff how do you deal with it.
Patients first. The ceo can get the figures anytime before the meeting. And if they were worth their salt, would already have the beforehand.
NHS trusts have many policies including dignity at work. You will beable to refer to them
Learn the Trust values. Focus on the trusts values in the interview, and relate them back to your answers
NHS trusts have many policies including dignity at work. You will beable to refer to them
Learn the Trust values. Focus on the trusts values in the interview, and relate them back to your answers
markys said:
Going for a couple of interviews over the coming weeks and after some thoughts on some questions that may come it as they have in the past.
1. You have a major system down impacting a large department could be patient affecting and also the chief exec is unable to open email and going to an important fund securing meeting, which do you deal with first and why.
2. Member of staff is being bullied by fellow member of staff how do you deal with it.
Interviewers are interested in your pattern of thinking, not the specific choice made in a single instance because the specific choice should always fit the details of the situation and should not be rigid. If I'm the interviewer, snap choices wouldn't cut it and I'd be giving the interviewee a second chance to expand their answer. As a interviewee I'd be raising the following points, you could probably raise more factors given it's your sector, but hopefully these examples will give you a starting point.1. You have a major system down impacting a large department could be patient affecting and also the chief exec is unable to open email and going to an important fund securing meeting, which do you deal with first and why.
2. Member of staff is being bullied by fellow member of staff how do you deal with it.
1. Recognise the distinction between urgent and important, is the system failure a life and death issue, is there already a backup system operating, a contingency plan in place or action. The system failure might mean they cannot order new light bulbs or they cannot dispense life saving meditation. How critical is the funding, how time sensitive is it, could it see the hospital closed, unlikely but those questions needs to be asked/considered. Once you've collected the facts make the common sense decision prioritising the important over the urgent. I'd raise the point that it might be difficult to deprioritise an important person, so I'd need to be prepared with the facts.
2. Are you a line manager with responsibility for either person, are you a peer of either. Did they come to you as a safe person, or is it something you've observed. There is the immediate handling, if possible put the victim in a safe place, that might be calling them into your office and asking If you can help, and/or sending them on a erand elsewhere to make time and space. If within my authority, I would certainly be consulting the person, and then HR. If I'm just an observer, I'd probably try to distract the bully. Is it a minor issue, a single instance of a snide remark or is it ongoing pattern. Could the bully be reacting to their own stress. As a line manager it is your responsibility to nip these things in the bud, not go running to HR every time.
Edited by 4x4Tyke on Wednesday 15th August 14:24
markys said:
Going for a couple of interviews over the coming weeks and after some thoughts on some questions that may come it as they have in the past.
1. You have a major system down impacting a large department could be patient affecting and also the chief exec is unable to open email and going to an important fund securing meeting, which do you deal with first and why.
2. Member of staff is being bullied by fellow member of staff how do you deal with it.
Don't forget to look for the win/win with the big boss.1. You have a major system down impacting a large department could be patient affecting and also the chief exec is unable to open email and going to an important fund securing meeting, which do you deal with first and why.
2. Member of staff is being bullied by fellow member of staff how do you deal with it.
"I appreciate you require access to your email, however x system is down which will have a serious impact on patients, therefore I will treat your request with urgency although it will be dealt with as soon as the major system is operational again..."
4x4Tyke said:
markys said:
Going for a couple of interviews over the coming weeks and after some thoughts on some questions that may come it as they have in the past.
1. You have a major system down impacting a large department could be patient affecting and also the chief exec is unable to open email and going to an important fund securing meeting, which do you deal with first and why.
2. Member of staff is being bullied by fellow member of staff how do you deal with it.
Interviewers are interested in your pattern of thinking, not the specific choice made in a single instance, because the specific choice should always fit the details of the situation and should not be rigid. If I'm the interviewer, snap choices wouldn't cut it and I be giving the interviewee a second chance to expand their answer. As a interviewee I'd be raising the following points, you could probably raise more questions given it's your sector, but hopefully these examples give you a starting point.1. You have a major system down impacting a large department could be patient affecting and also the chief exec is unable to open email and going to an important fund securing meeting, which do you deal with first and why.
2. Member of staff is being bullied by fellow member of staff how do you deal with it.
1. Recognise the distinction between urgent and important, is the system failure a life and death issue, is there already a backup system operating, a contingency plan in place or action. The system failure might mean they cannot order new light bulbs or they cannot dispense life saving meditation. How critical is the funding, how time sensitive is it, could it see the hospital closed, unlikely but those questions needs to be asked/considered. Once you've collected the facts make the common sense decision prioritising the important over the urgent. I'd raise the point that it might be difficult to deprioties an important person, so I'd need to be prepared with the facts.
2. Are you a line manager with responsibility for either person, are you a peer of either. Did they come to you as a safe person, or is it something you've observed. There is the immediate handling, if possible put the victim in a safe place, that might be calling them into your office and asking I you can help, and/or sending them on a erand elsewhere to make time and space. If within my authority, I would certainly be consulting the person, and then HR. If I'm just an observer, I'd probably try to distract the bully. Is it a minor issue, a single instance of a snide remark or is it ongoing pattern. Could the bully be reacting to their own stress. As a line manager it is your responsibility to nip these things in the bud, not go running to HR every time.
Edited by 4x4Tyke on Friday 10th August 13:02
OP - this above is what you need.
king mental?".Gassing Station | Jobs & Employment Matters | Top of Page | What's New | My Stuff