BUSINESS PLANNING AND FINANCIAL SERVICES IN KAMPALA UGANDA

BUSINESS PLANNING AND FINANCIAL SERVICES IN  KAMPALA UGANDA

CONTACT –wikiconsults@gmail.com

Box 2090 Kampala Uganda

Tel 256-752-959-439

 

Investors and financial institutions expect to see a business plan when you approach them. , you are certain that your idea will succeed, but you are unsure of the process involved to achieve it. A business plan is paramount. We can help. We develop full business plans for start-ups and existing businesses that are looking for financing, entering new markets, introducing new products, or restructuring.


The due diligence of starting a company can be overwhelming. With our help, we can provide an excellent plan for you.

As a business owner you are most likely very, very good at what you do.  However, many small business owners find that they are not very, very good at the day-to-day operations of running the business.  At WFConsults Business Consulting we come alongside you and help inject much needed common sense into your business structure. 

We are business management consultants specializing in implementing well proven management profitability and organizational improvements. We understand the many challenges facing businesses in today's fast-paced and competitive climate. We understand because many of our associates have owned or currently head-up their own successful business organizations.

Is your business requiring more and more of your time to maintain, much less to grow? Is it becoming your life, rather than your livelihood? Or, are you experiencing declining profits, markets, efficiencies, all of which you have grappled with alone. Have the results of your improvement initiatives proven disappointing in spite of all your efforts? Have you lost your business focus? Are you uncomfortably deep into your bank line of credit, or is your bank

CONTACT –wikiconsults@gmail.com

Box 2090 Kampala Uganda

Tel 256-752-959-439

lending facility currently becoming overly burdensome? Or is it more serious; has your business declined to the turnaround stage? 

We can help you:

• cut operational costs
• reduce business risk
• create brand value
• generate revenue from new sources
• transform your company into an innovative market leader ahead of the competition

·         Are you having problems differentiating your business from your competitors'? Maybe you are struggling with selling your products and services because your customers or clients do not know you. Or perhaps you are running low on ideas to market your business.

·         We have a solution for you. We create full marketing plans to help you enter the market and create a brand. With our help, you will be able to refine your products and services, identify market segments, select distribution channels, create effective promotional strategies, and utilize various pricing tactics to gain optimal profit.


Results You Can Expect:
Your customers or clients will now get your message and distinguish you from the sea of competitors. Most importantly, with the right mix of marketing strategies, your customers will ACT on the message and buy from you. With a strong marketing plan, you will not only build brand identity, you will enhance your revenue.

We at WFConsults Kampala Uganda develop full strategic plans to help you define the core values of your organizations and key business activities so that you can meet your objectives once again. We will dissect your organization and analyze your internal operations as well as the external environment your business is operating within. We will also work with you to set new goals,

CONTACT –wikiconsults@gmail.com

Box 2090 Kampala Uganda

Tel 256-752-959-439

 

create new strategies and timelines, and determine your success criteria for you to run a successful business long term.


Results You Can Expect:
Most companies and organizations need a vision and strategic plan, but few have it. Your Plan will put you ahead of many of your competitors. You will now have short and long-term goals for your business in key performance areas which will help you stay focused. Your business activities or issues, such as operating costs, customer satisfaction, quality of goods or services, etc., will subsequently be improved with a more focused vision.

You think you are doing all the right things for your business, but for some reason, your bottom line just doesn't reflect it. Or you are working long and hard hours from Mondays to Sundays, and are desperate to find more efficient and effective ways to run your business.

We will gladly help you achieve that work/life balance by evaluating your current business model, process, operations, and/or organizational structure, to identify problems or areas of improvement.


Results You Can Expect:
You will learn how efficient and effective your company's programs and/or initiatives are. You will also gain the ability to recognize when changes are required and to implement them across all parts of your business on an ongoing basis. You can expect to identify opportunities that will increase your operational excellence.

Are you one of the many small business owners who are juggling multiple roles from talking to customers, marketing your business, picking up phone calls to sweeping the floor at the end of the business day? You just wish that

CONTACT –wikiconsults@gmail.com

Box 2090 Kampala Uganda

Tel 256-752-959-439

 

you had more time and resources to implement some of the great ideas you have, or were suggested to you, either by your close confidantes or us at WFConsults Kampala Uganda.

We will help you manage projects of any size. We will also implement business or marketing plans you already have to ensure success.


Results You Can Expect:
You will be able to pursue urgent business activities without spreading your resources too thin and sacrificing your ability to implement great business initiatives. In addition, our professional assistance in project management will accelerate the project initiation process and enhance its success.

After Developing the business plan then what-?

Other Services

1 Forming a company/ type of business organization

2 Identify a company name

3 Registration with Uganda Registration Services Bureau

4 Obtaining necessary secondary licenses from line ministries (for instance, in fishing

you need a fishing permit; you may need clearance from NEMA). It's advisable to

seek guidance from business support institutions like UIA, Trade offices at the

District levels or your business association.

5 Register with local authorities/councils/ for operating permits e.g. Trading Licence

6 Register with NSSF if you employ more than 5 people

7 Register with Uganda Revenue Authority and obtain a Tax Identification Number

CONTACT –wikiconsults@gmail.com

Box 2090 Kampala Uganda

Tel 256-752-959-439

 

(TIN), VAT number if your annual turnover exceeds Ushs 20 million

8 Register with Utility providers like UMEME, NWSC, and obtain an account number.

 

Cost of Services:

a) Standard filing fee: Ushs 410 (four hundred and ten shillings only);

b) Certificate Fee: Ushs 1,000 (one thousand shillings only);

c) Stamp Duty: 0.5 % of the share of capital;

d) Flat fee for the Ministry of Finance collected by the Registrar: Ushs 23,000, (twenty

three thousand only);

e) Registration fees vary: fees for a share capital of USH 5 million are Ushs 6990, and

Ushs 9490 for a share capital of 10 million.

f) Trading license: Ushs 206,500.

g) Company seals: Ushs 225,500.

h) Name search: Ushs 20,000.

i) For sole proprietorship and a partnership, formation cost is US$ 100 and the usual

balance sheet date is 30th June to coincide with the fiscal year.

j) The formation cost for a private limited liability company and a public limited liability

company is US$ 1,000 plus 1% stamp

 

WFC Charges are Ushs 500,000 on top of the above fees , these are for Logistics, Commission and Contingencies

Taxation

1. VAT Registration is beneficial and it gives you an advantage in costing. You

CONTACT –wikiconsults@gmail.com

Box 2090 Kampala Uganda

Tel 256-752-959-439

 

should therefore insist on VAT invoices from suppliers.

2. Keep records of your capital investment for capital allowances and withholding

tax. These are claimable at the end of the year and it reduces your Income Tax

Liability. Check your import documentations for WHT records and collect receipts

of WHT deduction from your customers.

3. Submission of early returns to Uganda Revenue Authority reduces the interest

and penalties

4. Proven records on tax compliances are rewarded; for instance you can be

exempted from WHT.

5. Make your taxman your friend; consult him when in doubt on rates and

procedures etc. URA has a toll free number, customer service centers and

customer relations officers at all customs offices that you can consult.

 

For More about Business Planning , Strategy, Tax and Auditing Services in Kampala or Uganda

Contact

WFConsults

Box 2090

Kampala

Uganda

256-752-959-439

wikiconsults@gmail.com

--

Nicholas Musuuza

Director

WFConsults

Box 2090

Kampala

Uganda

Tel 256-752-959-439

 

Never give up till the battle is over !

Final accounts,Projections,Budgets, Cashflow projections Tax , business Registration Kampala Uganda

DO you want standard Financial Accounts/Reports?  Know your financial Performance? Financial forecasts ? Budgets? Financial projections? Cashflow projections? are you located in Kampala or Uganda ? Is your business having a hard time in managing debt? Inventory/stock or the competition has reached breakneck? do you need re-evaluation of your entire business plan ? do want to develop a business plan?
do you want guaranteed  recovery from re-organization? are you tied up in debt and looking for refinancing?
call 256-752-959-439 or email mpgbiz@gmail.com for more information


--

Nicholas Musuuza

Director

WFConsults

Box 2090

Kampala

Uganda

Tel 256-752-959-439

 

Never give up till the battle is over !

Christmas again

Then again it is Xmas , we have grown older by a year the dead are gone forever never to be seen till the end of time , for the newly born welcome to this beautiful world.

Thanks be to God for giving us yet another year of life may His Splendor and Honour and Glory Shine forever

Thanks Be to God
Amen
--
Never give up till the battle is over !

Solar Power - Panels to Light you Upcountry House @ from 300K

DID YOU KNOW? ...Solar power can save you thousands on your energy bills ...Anyone can use solar power... with the right knowledge!!!! 100wattsPanel +100Ahbattery+10Ah regulator +600watts inverter @ 2,300,000/=  This gives you 7 lights,14"TV, DVD Player. 200wattspanel +200Ah battery +20Ah Regulator+ 800watts inverter@3,500,000/= this gives you up to 12 lights,21"TV,DVD Player,Radio,DSTV 75watts panel-800,000/= 85 watts panel-900,000/= 100 watts Panel-1,000,000/= 120 watts panel-1,100,000/= 180watts panel-1,300,000/= Panels are sold with out any other thing! email mpgbiz@gmail.com  256-752-959-439

Kenyan capital Nairobi gets new train

A new commuter train has been launched in Kenya's capital, Nairobi - the first of its kind since independence in 1963.

The train will run between the city centre and the suburb of Syokimau, where Kenya has built its first railway station in more than 80 years.

The service is intended to ease traffic congestion in Nairobi, one of the fastest-growing African cities with a population of about three million.

President Mwai Kibaki was the first commuter on the new train.

He travelled back to Nairobi along with his officials, while ordinary passengers were banned for security reasons.

The first paying customers are expected to take the return trip to Syokimau.

 

 

More

Investing in Uganda

 

Investing in Uganda

 

 Basic Requirements

Registration of Business name and Incorporation.

Acquisition of Land

Connection of Telecommunication services.

Acquisition of Electric connection

Connection Water and Sewerage Services.

Registration with Uganda Revenue Authority

Why Wikiconsults ?

Wiki consults  promotes investments in Uganda by assisting local and foreign investors with advice, counselling and information with the following: -
   1. Reservation of a name at the Registry of  Companies.
  

   2. Preparation of Memorandum & Articles of Association and relevant   documents.
  

3. Incorporation and registration of company.

4. Applying for, following up and securing investment licences from the Uganda Investment Authority (UIA).
 

 5. Applying for, following up and securing work permits from the Immigration Department of the Ministry of Internal Affairs.
 

 6. Applying for, following up and securing electricity and water connections from the Umeme (Uganda's Power Provider)  and the National Water and Sewerage Corporation.
 

 7. Application, following up and registration of company for income and corporate taxes and PAYE (Pay as you earn) with the Uganda Revenue Authority.
  

8. Application, following up and registration with the Value Added Tax (VAT) Department of the Uganda Revenue Authority (URA). An investor with projected annual gross sales of US$ 30,000 or more or a business which wishes to get a refund of VAT on imports and inputs need to register for VAT.
 

      9. Applying for, following up and securing telephone connections and postal box          numbers.

For More Information Contact  

Wikiconsults

TurnKey Building

Plot 208 Ring Rd

Kampala
Tel 256-752-959-439

        256-792-333-732

wikiconsults@gmail.com

Box 2090

Kampala

Uganda

Africa

Click links to Here to Download

 Tin Registration Individual,

Non Individual,

Vat ,

Annexure_1 Gaming and Pool Betting.xls

Annexure_2 Vat Regiistration.xls

Annexure_3 Local execise duty.xls

Annexure_4 Additional Places of business.xls

Land for sale Busabala Beach oft Entebbe Road

Plots of Land available for sale , Located in Busabala off Entebbe Road ,
Price Negotiable mpgbiz@gmail.com 256-792-333-732/256-752-959-439

Competition based on based on degree of product substitutability

Competition based on degree of product substitutability

There are Four Broad levels

1. Brand competition: A company sees its competitors as other companies that offer similar

products and services to the same customers at similar prices.  Nokia might

see its major competitors as Samsung and  and other manufacturers of mobile handsets

, rather than iphones.

2. Industry competition: A company sees its competitors as all companies that make the

same product or class of products. Thus, Nokia competing against all

other mobile handset manufacturers.

3. Form competition: A company sees its competitors as all companies that manufacture

products that supply the same service. Nokia would see itself competing against

manufacturers of all mobile handsets and , such as laptops, games , desk phones and VOIP.

4. Generic competition: A company sees its competitors as all companies that compete for

the same consumer dollars. Nokia would see itself competing with companies

that sell major consumer durables, foreign vacations, and new homes.

First Time Adoptation of IFRSs

OPENING BALANCE SHEET

The opening IFRS balance sheet as at the transition date should

• recognize all assets and liabilities whose recognition is required by IFRS; but

• not recognize items as assets or liabilities whose recognition is not permitted by IFRS.

 With regard to event-driven fair values, if fair value had been used for some or all assets and liabilities under a previous GAAP, these fair values can be used as the IFRS "deemed costs" at date of measurement.

 

When preparing the opening balance sheet:

• Recognize all assets and liabilities whose recognition is required by IFRS. Examples ofchanges from national GAAP are derivatives, leases, pension liabilities and assets, and

deferred tax on revalued assets. Adjustments required are debited or credited to equity.

• Remove assets and liabilities whose recognition is not permitted by IFRS. Examples of

changes from national GAAP are deferred hedging gains and losses, other deferred

costs, some internally generated intangible assets, and provisions. Adjustments required are debited or credited to equity.

• Reclassify items that should be classified differently under IFRS. Examples of changes from national GAAP are financial assets, financial liabilities, leasehold property, compound

financial instruments, and acquired intangible assets (reclassified to goodwill). Adjustments required are reclassifications between balance sheet items.

• Apply IFRS in measuring assets and liabilities by using estimates that are consistent  with national GAAP estimates and conditions at the transition date.

Examples of changes from national GAAP are deferred taxes, pensions, depreciation, or impairment

of assets. Adjustments required are debited or credited to equity.

Derecognition criteria of financial assets and liabilities are applied prospectively from the transition date. Therefore, financial assets and financial liabilities which have been derecognized under national GAAP are not reinstated.

However:

• All derivatives and other interests retained after derecognition and existing at transition date must be recognized.

• All special purposed entities (SPE) controlled as at transition date must be consolidated. Derecognition criteria can be applied retrospectively provided that the information needed

was obtained when initially accounting for the transactions.

Cumulative foreign currency translation differences on translation of financial statements of a foreign operation can be deemed to be zero at transition date. Any subsequent gain or loss on disposal of operation excludes pretransition date translation differences.

 

 

ASSETS

 With regard to property plant and equipment, the following amounts can be used as IFRS deemed cost:

• Fair value at transition date

• Pretransition date revaluations, if the revaluation was broadly comparable to either

• fair value, or

• (depreciated) cost adjusted for a general or specific price index

 

First-Time Adoption of IFRS (IFRS 1)

 

 

With regard to investment property, the following amounts can be used as IFRS "deemed cost" under the cost model:

• Fair value at transition date

• Pretransition date revaluations, if the revaluation was broadly comparable to either

• fair value, or

• (depreciated) cost adjusted for a general or specific price index

If a fair value model is used no exemption is granted.

With regard to intangible assets, the following amounts can be used as deemed cost,

provided that there is an active market for the assets:

• Fair value at transition date

• Pretransition date revaluations if the revaluation was broadly comparable to either

• fair value, or

• (depreciated) cost adjusted for general or specific price index

With regard to defined benefit plans, the full amount of the liability or asset must be recognized, but deferrals of actuarial gains and losses at transition date can be set to zero. For post transition date actuarial gains and losses, one could apply the corridor approach or any other acceptable method of accounting for such gains and losses.

 

Previously recognized financial instruments can be designated as trading or available for sale—from the transition date, rather than initial recognition.

 

Financial instruments comparatives for IAS 32 and IAS 39 need not be restated in the first IFRS financial statements. Previous national GAAP should be applied to comparative information for instruments covered by IAS 32 and IAS 39. The major adjustments to

comply with IAS 32 and IAS 39 must be disclosed, but need not be quantified. Adoption of IAS 32 and IAS 39 should be treated as a change in accounting policy. the liability portion of a compound instrument is not outstanding at the transition date an entity need not separate equity and liability components, thereby avoiding reclassifications within equity.

 

Hedge accounting should be applied prospectively from the transition date, provided that hedging relationships are permitted by IAS 39 and that all designation, documentation, and effectiveness requirements are met from the transition date.

 

BUSINESS COMBINATIONS

 

It is not necessary to restate pretransition date business combinations. If any are restated, all later combinations must be restated. If information related to prior business combinations are not restated, the same classification (acquisition, reverse acquisition, and uniting of interests)

must be retained. Previous GAAP carrying amounts are treated as deemed costs for IFRS purposes.

However, those IFRS assets and liabilities which are not recognized under national GAAP must be recognized, and those which are not recognized under IFRS must be removed.

 

 With regard to business combinations and resulting goodwill, if pretransition date business combinations are not restated, then

• goodwill for contingent purchase consideration resolved before transition date should

be adjusted,

• any non-IFRS acquired intangible assets (not qualifying as goodwill) should be reclassified,

• an impairment test should be carried out on goodwill, and

• any existing negative goodwill should be credited to equity.

 

 

First-Time Adoption of IFRS (IFRS 1) 13

Foreign currency translation and pretransition date goodwill and fair value adjustments

should be treated as assets and liabilities of the acquirer, not the acquiree. They are not restated for post acquisition changes in exchange rates—either pre- or post transition date.

 

EXEMPTIONS

 

Exemptions in respect of the retrospective application of IFRS, relate to the following:

• Business combinations prior to the transition date

• Fair value or revalued amounts, which can be taken as deemed costs

• Employee benefits

• Cumulative foreign currency translation differences, goodwill, and fair value adjustments

• Financial instruments, including hedge accounting

 PRESENTATION AND DISCLOSURE

 A statement should be made to the effect that the financial statements are being prepared in terms of IFRS for the first time.

Prior information that cannot be easily converted to IFRS should be dealt with as follows:

• Any previous GAAP information should be prominently labeled as not being prepared under IFRS.

• Where the adjustment to the opening balance of retained earnings cannot be reasonably determined, that fact should be stated.

 

Where IFRS 1 permits a choice of transitional accounting policies, the policy selected should be stated.

 The way in which the transition from previous GAAP to IFRS has affected the reported financial position, financial performance, and cash flows should be explained.

 With regard to reporting date reconciliations from national GAAP (assume December 31, 2005), the following must be disclosed:

• Equity reconciliation at the transition date (January 1, 2004) and at the end of the last

national GAAP period (December 31, 2004)

• Profit reconciliation for the last national GAAP period (December 31, 2004)

 With regard to interim reporting reconciliations (assume interim report to June 30, 2005 and reporting date to be December 31, 2005), the following must be disclosed:

• Equity reconciliation at the transition date (January 1, 2004), at the prior year comparative

date (June 30, 2004), and at the end of last national GAAP period (December 31, 2004)

• Profit reconciliation for the last national GAAP period (December 31, 2004) and for the

prior year comparative date (June 30, 2004)

 Impairment losses are disclosed as follows:

• Recognized or reversed on transition to IFRS

• IAS 36 disclosures as if recognized or reversed in period beginning on transition date

 Use of fair values as deemed costs is as follows:

• Disclosed aggregate amounts for each line item

• Disclosed adjustment from national GAAP for each line

Answering Tough Interview Questions for DUMmIES

Answering Tough Interview Questions for DUMmIES

Contents at a Glance

Introduction .1

Part I: Making Sure You Shine in an Interview .....7

• Chapter 1: Understanding the Interviewing Game ......9
• Chapter 2: Doing Your Job Interview Homework ......17
• Chapter 3: Polishing Your Interview Performance ....27

Part II: Answering Tough Interview Questions ....33

• Chapter 4: Talking about Yourself ....35
• Chapter 5: Talking about Problems, Perceptions, and People ..53
• Chapter 6: Getting to Grips with Questions about Your Work ..73
• Chapter 7: Talking about Why You Want a New Job .89
• Chapter 8 : Thriving Under the Pressure Interview 111
• Chapter 9: Succeeding at Competency-Based Interviewing ....133

Part III: Dealing with Tricky Questions and Other Situations ..155

• Chapter 10: Responding to Questions for Graduates and School Leavers ..157
• Chapter 11: Handling Questions Aimed at Experienced Candidates .......173
• Chapter 12: Handling Hypothetical and Analytical Questions 193
• Chapter 13: Coping with Illegal and Personal Questions 207
• Chapter 14: Taking Control in Unusual Situations ..227

Part IV: Securing the Job of Your Dreams 235

• Chapter 15: Asking Great Questions .......237
• Chapter 16: Dotting 'I's and Crossing 'T's .......245

Part V: The Part of Tens .......255

• Chapter 17: Ten Cardinal Sins of Interviewing 257
• Chapter 18: Ten Tips to Creating the Perfect Career .......263

Index .......271

Table of Contents

Introduction .1

• About This Book .1
• Conventions Used in This Book ...2
• Foolish Assumptions ...2
• How This Book Is Organised 3
• Part I: Making Sure You Shine in an Interview ....3
• Part II: Answering Tough Interview Questions ....3
• Part III: Dealing with Tricky Questions
• and Other Situations .......4
• Part IV: Securing the Job of Your Dreams ....4
• Part V: The Part of Tens ......4
• Icons Used in This Book .......4
• Where to Go from Here ........5

Part I: Making Sure You Shine in an Interview ......7

• Chapter 1: Understanding the Interviewing Game . . . . . 9
• Recognising What Interviewers Are Looking For ........10
• Finding Out about Key Skills and Qualities 10
• Communicating with people .....11
• Influencing others .....11
• Analysing situations .12
• Solving problems ......12
• Demonstrating drive and determination ...12
• Teamworking with colleagues ...13
• Developing quickly ...13
• Being flexible and adaptable .....14
• Planning and organising ....14
• Being aware of the bigger picture ......14
• Chapter 2: Doing Your Job Interview Homework . . . . . 17
• Researching the Company .17
• Gathering vital information .......17
• Visiting shops and premises .....19
• Preparing Answers to Common Questions .19
• Linking job adverts to key skills ........19
• viii Answering Tough Interview Questions For Dummies
• Dressing for Success ..22
• 'Getting' the default for men .....23
• Understanding the guidelines for women .23
• Getting Ready to Go ...24
• Chapter 3: Polishing Your Interview Performance . . . . 27
• Creating the Right Impact ..27
• Making eye contact ...28
• Using your body language 29
• Creating warmth by smiling ......29
• Using intonation and inflection .31
• Building Your Confidence ..32
• Getting Off to a Great Start 32

Part II: Answering Tough Interview Questions .....33

• Chapter 4: Talking about Yourself .35
• Handling General Questions about Yourself .......35
• Tell me about yourself ......36
• What are your strengths? .38
• What are your weaknesses? ......39
• What motivates you? 40
• What are you passionate about? .......41
• What are your biggest achievements? .......41
• What are you most proud of? ....42
• What is your greatest failure? ...43
• Do you have any regrets? .43
• Why should we hire you? .44
• Talking about Basic Job Skills ....45
• Would you say that you're reliable? ..45
• What's your absenteeism/sickness record like? 45
• How would you describe your time management skills? ........46
• Are you an organised person? ..47
• Do you work well under pressure? ....47
• Would you say that you're creative? .48
• Would you say you're good with detail? ....49
• How do you respond to change? .......50
• How are you with new technology? ..50
• What software packages are you familiar with? 51
• How would you rate yourself as . . .? .52
• Chapter 5: Talking about Problems,Perceptions, and People 53
• Overcoming Interviewers' Common Worries ......53
• What makes you lose your temper? ..54
• How do you respond to authority? ...54
• How do you deal with disappointment? ....55
• How do you cope with job stress? .....55
• What's your attitude to taking risks? 56
• Ours is a work hard, play hard culture – how do you feel about that? ..57
• Tell me something interesting about yourself ...57
• What would you say your Unique Selling Point is? ....58
• Seeing Yourself As Others See You ....59
• What would your boss say about you? ......59
• In your last appraisal, what was saidabout your performance? ......60
• How do you think you can improve on your performance? ...61
• What would your colleagues say about you? ....61
• How would your team describe you? 62
• How do you think your friends would describe you? .....62
• Everyone has some kind of fault – what would other people say your faults are? ..63
• Discussing Your People Skills ....64
• Do you prefer to work on your own or in a team?......64
• We all have a team role – what would you say your role tends to be? .......66
• Do you have good presentation skills? ......67
• How would you rate your customer service skills? ........68
• How are you at handling conflict? .....69
• We need someone who is tactful and diplomatic – how does that profile fit you? ........70
• How do you take personal criticism? 70
• Chapter 6: Getting to Grips with Questions about Your Work . 73
• Responding to Questions about Your Work ........73
• What does your day-to-day job involve? ...74
• How did you get your last job? .75
• What do you like about your current job? ........76
• What do you dislike about your work? ......76
• How is your performance measured? ........77
• What have you learned in each of your previous jobs? ...78
• Why did you leave each previous employer? ....79
• Are you a good manager? .81
• Sidestepping Questions about Your Current Company .......82
• How would you describe your current company? .....83
• How would you rate your current boss? ...84
• What's your boss's biggest failing? ...84
• Why do you want to leave your current company? ...85
• What is your current notice period? .86
• May we approach your referees? .......86
• Chapter 7: Talking about Why You Want a New Job . . . 89
• Answering Questions about the Employer .89
• What do you know about our company? ...90
• How much do you know about this position? ...91
• How would you rate our products / services /Web site? .......92
• What is it that attracts you to our company? ....93
• How would you rate us against our competitors? .....94
• What do you think our unique selling point is? .94
• Do you have any concerns about our organisation? ..95
• Answering Questions about What You're Looking For .......96
• Why are you looking to leave your current company? .96
• If your current job isn't challenging you,what could you do to change it? ....97
• Why do you want to work in this industry? .......98
• Who else are you applying to? ..98
• How does this job compare with others you're looking at? ..99
• Have you received any job offers so far? .100
• How would you describe your dream job? .......100
• Who would your ideal employer be? .......101
• Evaluating Your Fit With the Organisation ........102
• What do you think you can bring to the team? ........102
• We are a diverse company – how will you cope with that? .....103
• What kind of manager would you
• like to work for? ..103
• How long do you plan to stay in this job? .......104

x Answering Tough Interview Questions For Dummies

Table of Contents xi

• Why should we hire you? ........105
• Where do you see yourself in five years' time? ........105
• When would you be available to start? ....106
• Deflecting Questions about Money ..106
• How much are you earning at the moment? ....106
• How important is money to you? ....107
• How much do you think you are worth in a job? .....108
• What would you consider adequate remuneration for this role? ..108
• I'm afraid you're a bit expensive for us ...109
• What would you like to be earning in two years' time? .......110
• Chapter 8: Thriving Under the Pressure Interview . . . 111
• Maintaining Your Composure ...112
• Responding To Leading Questions ...113
• All of us have personality defects – what is yours? .....113
• Why did you not achieve more in your last job?......114
• How would you respond if I said that you're not the best candidate we've seen today? .115
• How would you rate me as an interviewer? .....116
• What keeps you up at night? ...116
• Why do you think you are better than the other candidates? ..117
• Responding to Closed Questions ......118
• Do you like regular hours and routine working patterns? ........118
• Do you mind paperwork? ........119
• Have you ever broken the rules to get a job done? 120
• Do you take work home with you at weekends? .....121
• Do you have any doubts about your ability to do the job? ......121
• Don't you think you are overqualified for this job? .122
• Would you have any problems relocating? ......123
• Do you mind travelling? .123
• Fending Off Weird and Wonderful Questions ...124
• See this pencil I'm holding? Sell it to me .124
• Who was your favourite teacher? ...125
• If you were an animal, what would you be? ....126
• If you were a cartoon character,who would you be? .....127
• Tell me a story .......127

xii Answering Tough Interview Questions For Dummies

• Who do you most admire and why? ........128
• If you could meet anyone living or dead,who would it be and why? ..128
• What is your greatest fear? .....129
• Saying Something Is Better Than Saying Nothing ......130
• Playing for time .......130
• Making a last ditch effort 131
• Chapter 9: Succeeding at Competency-Based
• Interviewing . . . 133
• Discovering the Rules of the Game ..134
• Spotting competency-based questions ....134
• Dealing with skilled competency-based interviewers 135
• Dealing with unskilled competency-based interviewers 137
• Identifying Likely Questions .....138
• Questions about Your Thinking and Planning Skills 140
• Tell me about a significant project that you managed ........141
• Now give me an example of a project that went wrong ..141
• Give me an example of a difficult decision that you have made .....142
• Talk to me about a mistake you made and what you did to rectify it .......143
• Questions about Leading and Managing ..144
• Tell me about a time you inspired a team ........144
• Talk me through how you coached or developed a team member .....145
• Tell me about an occasion when you had to deal with a difficult team member ......146
• Questions about Your People and Customer Skills ...146
• Tell me about a time that you persuaded someone to change their mind ....147
• Talk to me about a difficult colleague you've worked with .....147
• Have you ever had to give someone negative feedback at work? How did it go? 148
• Tell me about a time you used your personal network to business advantage ...149
• Tell me about a time you sold something to a customer ......149
• Give me an example of a time you exceeded a customer's expectations ...150

Table of Contents xiii

• Questions about Your Personal Effectiveness ..151
• Tell me about a time that you failed to achieve your goals ..151
• How did you respond to the last piece of criticism you received? ....152
• Give me an example of how you have developed yourself ......153

Part III: Dealing with Tricky Questions and Other Situations ...155

• Chapter 10: Responding to Questions for Graduates and School Leavers . . 157
• Questions for Graduates ..157
• Why did you choose to go to the university you went to? ........158
• Your university results aren't very good – why is that? .159
• Why did you choose your degree subject? ......160
• What have you learnt from being at university? .....160
• Why did you choose to go to university as a mature student? ...162
• How difficult did you find university as a mature student? ...163
• How do you think your degree is relevant to this job? ..163
• I don't see why someone with your degree would want to work in our field ...164
• What sorts of part-time jobs have you had? ....165
• What did you learn from your part-time jobs? 165
• What did you most enjoy about your time at university? .......166
• What did you find the most difficult about your course? ......166
• What did you do outside of your studies? ......167
• Why have you left applying for jobs until after finishing your course? .168
• Why did you choose to study part time rather than full time? ...168
• Questions for School Leavers ..168
• What subjects did you enjoy most? 169
• What subjects were you good at? ....169
• What subjects were you not so good at? .169
• Why didn't you stay on at school? ..170

xiv Answering Tough Interview Questions For Dummies

• Do you regret not staying on at school? ..170
• Why didn't you go to university? .....171
• In retrospect, do you think you should have gone to university? ......171
• What further education do you think you will need for this job? ..172

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