Tag Archives: personal-development

These days, employers care more about your abilities than your degree

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Regardless of the extent of one’s preparation for a job interview, it is likely that candidates will encounter questions that prove unexpectedly challenging. Classic examples include “What is your greatest weakness?” or “Why have you decided to leave your current position?” This article draws on expert insights to provide evidence-based strategies for navigating such complex interview scenarios.

While difficult interview questions persist, their nature has evolved in response to broader shifts in recruitment practices. Recent interview experiences may reveal that questions have moved away from traditional prompts such as “Where do you see yourself in five years?” Instead, contemporary interviews increasingly focus on:

  • Problem-solving abilities
  • Adaptability in the face of change
  • Communication and collaboration skills

This evolution is closely linked to the global transition towards skills-based hiring, particularly evident in 2025. Employers are prioritising demonstrable competencies over formal educational attainment, seeking tangible evidence of what candidates can achieve rather than relying solely on academic credentials.

This article provides a comprehensive analysis of:

  • The transformation of interview processes, including the proliferation of artificial intelligence and structured interview formats
  • The emergence of new question types relevant to the 2025 employment landscape
  • Practical guidance on responding to challenging questions through the enhanced STAR+L framework (Situation, Task, Action, Result, plus Learning)
  • Targeted recommendations for migrant professionals, with particular attention to the unique challenges posed by global interview conventions.

For example, individuals grappling with questions such as:

  • “Describe a time you failed.”
  • “Do you possess local work experience?”
  • “How do you approach conflict resolution?”

will find this article a valuable resource for developing responses that are both confident and authentic, thereby enhancing their prospects in a competitive, skills-oriented job market.

The Transition to Skills-Based Recruitment

The hiring practices of businesses have evolved due to a shift in the talents they prioritise, necessitating a corresponding change in preparation methods. The primary distinction is that businesses increasingly prioritise skills above mere qualifications.

As reported by Education Daily (October 2025), 45% of corporations worldwide have eliminated degree prerequisites for specific positions. Prominent businesses such as Google, Apple, and IBM no longer necessitate formal degrees, prioritising demonstrable competencies instead. This illustrates a wider trend referred to as skills-based recruiting, wherein practical abilities are prioritised over formal education.

A global change is occurring throughout all continents, including Africa, Asia, the Americas, Australia, Europe, Canada, and Japan. Technical and Further Education (TAFE) programs and micro-credentials are gaining prominence, institutions are offering short stackable certificates, and businesses are requiring candidates to demonstrate their abilities rather than merely discuss them.

Your résumé, examples, and interview narratives must unequivocally illustrate your capabilities, the outcomes you have attained, and the value you have contributed to tangible scenarios.

The Function of Artificial Intelligence and Virtual Interviews

Interviews have become increasingly computerised. Numerous corporate employers are currently utilising AI-driven solutions to evaluate candidates via one-way video recordings or structured question exams. Although these systems seek to mitigate bias, research (Adam, 2023; Liang, Weixin et al., 2023; & Peart, 2025) indicates that AI tools may inadvertently disadvantage those with pronounced accents or non-native English proficiency.

What implications does this hold for migrant job seekers?

Clarity, confidence, and preparedness are important. Rehearse your responses on video. Reduce your pace, enunciate your remarks, and concentrate on explicit illustrations.

Contemporary in-person interviews have adopted more formal approaches, wherein all candidates are posed identical behavioural questions and evaluated using rubrics to guarantee equity. This is a favourable advancement; nonetheless, it necessitates that your responses be specific, pertinent, and quantifiable.

Current Employer Expectations

Hays Australia and other recruitment analyses indicate that in 2025, employers prioritise behavioural and scenario-based probes above theoretical questions (Peart, 2025).

They seek to understand:

  • What is your approach to problem-solving?
  • How do you adjust to changes?
  • Are you capable of effective collaboration and clear communication?
  • What outcomes have you achieved?

These questions aim to evaluate your reasoning rather than your recollection of answers.

Employers seek demonstrable evidence of problem-solving, communication, and adaptability skills, which are more indicative of actual performance than degrees or certifications.

What are the prevalent interview questions in 2025? If you are unable to simply acquire a blog containing the top 20 questions and memorise your responses, well here are some, but I consistently advise my clients and emphasise during my interview preparation sessions that it is essential to analyse the job advertisement, comprehend the employer’s expectations, and then formulate narratives that demonstrate your relevant skills.

If they enquire about flexibility, consider a particular instance in which you shown adaptability in the workplace and describe the resulting effect. The questions may be phrased differently; however, the story can remain unchanged.

Emerging Interview Questions Anticipated in the Coming Years

This year, the following types of questions are increasingly prevalent in Corporate interviews:

  • Tell me about a time you solved a problem with limited resources.
  • How do you adapt when priorities change suddenly?
  • What technology or systems have you used to make your work easier?
  • How do you explain complex information to someone without your background?
  • What’s something new you have learned recently, and how did you apply it?
  • Describe a time when your team disagreed. How did you handle it?
  • Tell me about a time things didn’t go to plan.
  • How do you work with people from different backgrounds or communication styles?
  • What achievement are you most proud of, and what difference did it make?
  • When have you influenced a decision without being the manager?

These questions require self-awareness and reflection, not perfection.

Challenging interview questions frequently encountered by migrants

Working with hundreds of migrant professionals, I have noticed a few questions that consistently cause stress, not because of language, but because of confidence and mindset.

“Why do you want to work here?” Many respond, “To get local experience.” Instead, talk about shared values, the company’s projects, or how your international experience adds perspective.

“Do you have local experience?” Reframe it. “While I am new to the Dutch market, I have managed global teams and clients, and I understand how to adapt quickly and deliver results.”

“Why did you leave your previous job?” Focus on growth and contribution, not dissatisfaction.

“How do you handle conflict?” Explain calmly: “I prefer to address issues early, directly and respectfully, and focus on solutions rather than blame.”

These responses demonstrate maturity, professionalism, and alignment with European (Dutch) workplace expectations.

Strategies for responding to challenging questions with confidence

The STAR Method (Situation, Task, Action, Result) is still the best structure to use, but in 2025 and beyond, I recommend adding one more letter, L for Learning. Employers today want to see that you don’t just perform tasks, you reflect, learn, and grow.

Let’s take one example:

Question: Tell me about a time you made a mistake.

Answer structure:

Situation: Explain the context briefly.

Task: Outline what you were responsible for.

Action: Describe what you did and how you handled it.

Result: Share the outcome.

Learning: Reflect on what you learned and what you do differently now.

For example:

“In a previous role, I underestimated how long stakeholder approvals would take, and we missed a deadline. I took responsibility, mapped out a new process, and introduced early check-ins. It improved delivery times by 20% in future projects. It taught me the importance of managing expectations early, something I have carried into every project since.”

This type of answer shows accountability, communication, and problem-solving – three of the most valued competencies in 2025 and beyond.

Preparing for Modern Interviews

To prepare effectively for interviews in 2025 and beyond:

  1. Build three strong achievement stories. Use metrics, outcomes, and clear examples.
  2. Practise on video. Notice how you sound, how long you take, and whether your message is clear.
  3. Translate your overseas experience into the local language, highlight achievements, not duties.
  4. Ask thoughtful questions such as: “How does your company support diversity or inclusion?” “What does success look like in this role after six months?” “How does the team collaborate across time zones or cultures?”
  5. End with confidence. Say, “I really enjoyed learning about this opportunity. I believe my experience in [specific skill] and my results in [specific project] would bring real value to your team.”

Conclusion

In 2025 and beyond, interviews are no longer about tripping you up; they are designed to uncover how you approach challenges, communicate with others, and find solutions. The reassuring truth is that you already possess these capabilities—particularly if you have successfully navigated the complexities of relocating, adapting, and advancing your career in a new country. That strength and adaptability are among your most powerful professional qualities.

Your task now is to share your unique journey in a way that resonates with employers in your current context—articulating your experiences clearly, confidently, and backed by solid evidence. The landscape of the workplace has evolved, and those who master its new language will unlock a wealth of opportunities. If you can communicate your story effectively, you are not just keeping pace with change—you are set to thrive in the future world of work.

References

Adam, Z. (May 10, 2023). AI models fail to reproduce human judgement about rule violations. MIT News.

Liang, W., Yuksekgonul, M., Mao, Y., Wu, E., & Zou, J. (2023). GPT detectors are biased against non-native English Writers. Patterns, 4(7), 100779.

Peart, N. (2025). How Interviews Have Changed in 2025 & How to Answer Some of the Toughest Interview Questions. JobSpeak Academy.

Current Research Interest

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The focus of my research is to investigate strategies that leaders might employ to foster unity among individuals, even in the presence of various divisive variables such as intergroup conflict, physical separation, and hierarchical structures. In addition, I also research the correlation between leadership and emotions in the workplace. Specifically, I focus on how leaders may cultivate a favourable emotional environment among their staff. In order to investigate these research inquiries, I utilize a range of methodologies, such as field studies, laboratory and field experiments, archival studies, and content analyses.

How leaders bring people together around a common goal

My initial research focuses on examining how leaders can effectively convey a shared overarching aim or vision, and how they may successfully bring people together around this objective, even in the presence of various divisive issues. The degree to which leaders effectively communicate a shared objective is crucial for comprehending not only how leaders motivate others to accomplish the objectives, but also lies at the heart of leadership itself, as leadership is defined as the act of influencing others to attain a collective purpose. Through my personal research, I aim to comprehend the strategies that leaders can employ to express a compelling vision that fosters unity among individuals and drives them towards its realization. Additionally, I explore many factors that either aid or hinder leaders in their ability to bring people together under a shared goal. The reason for this is because mobilizing individuals around a common goal is not simply a matter of conveying the vision, but also requires considering various human and organizational factors.

A look at the ways in which leaders form an emotional culture in the workplace.

“Emotions are not a form of noise.” “They are data” – Sigal Barsade

Emotions not only provide insight into an individual’s psychology, but also serve as a complex tool for understanding the culture of teams and organizations. The focus of my second study stream is to comprehend the methods via which leaders establish an emotional culture inside their teams, departments, and organizations. My primary research focuses on how leaders can establish a sense of shared purpose within an organization regarding its future goals. Additionally, my secondary research examines how leaders can cultivate a common understanding among members of a social group regarding which emotions should be expressed or suppressed during collaborative work.

The current approach to leadership development is proving to be ineffective, indicating the need for a new strategy.

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An insightful and intellectually stimulating essay in the Winter 2024 MIT Sloan Review (accessible through a paywall with different pricing tiers) resonates with the ideas I have presented on this blog regarding the shortcomings of organizations in their selection of leadership development programs. The article titled “Leadership Development is Failing Us – Here’s How to Fix It” by Hannes Leroy, Moran Anisman-Razin, and Jim Detert presents evidence-based results and insightful recommendations.

The essay highlights that leadership development programs often fail to effectively enhance organizational capacities for many firms.

The selection and assessment of leadership development programs primarily rely on subjective preferences rather than objective measures of enhancing participants’ talents, fostering significant performance improvement, and facilitating robust career advancement.

One of my preferred lines is: “According to an executive’s observation, decisions regarding leadership development appear to resemble the online dating industry, where the act of swiping left, or right is primarily influenced by appearance rather than substance.”

The authors propose that in order to address the prevalent and ineffective approach to selecting leadership development programs, attention should be directed towards three key factors: vision, method, and impact.

  • Vision: Will participants enhance their leadership skills and be inspired to apply their acquired knowledge?
  • Method: Does the program present a level of difficulty that is intellectually demanding, and will the participants acquire knowledge and skills even if they experience discomfort due to the intricacy?
  • Impact: Can we expect alterations in behaviors?

You should feel discontented and exhausted by the unsatisfactory outcomes of your endeavours in developing leadership skills.

I appreciate the article’s recommendations for enhancing the process of selecting leadership development programs. This article should be periodically studied and cited as a valuable resource for discussing the topic of learning disabilities (L.D.). Executives, it is important for you to take responsibility for this mindset and ensure that your supporting functions (such as H.R., Learning and Development, and sponsoring managers) are also held accountable.

Additional pragmatic suggestions to enhance the leadership development ideas in the article include implementing sustained efforts in conjunction with coaching.

First: Leadership development initiatives must be consistently maintained. Cease the practice of providing single, isolated training sessions for leadership development without any follow-up or continuation. Do not presume that individuals will acquire leadership skills solely via an online course. Guidance, feedback, and time are crucial. If the experience does not provide this combination, it is a one-time occurrence.

Second: The sponsoring manager must possess a role that extends beyond simply granting approval for the bill.

The sponsoring manager must actively fulfil the role of a sponsor, rather than merely being responsible for approving the bill for payment. The sponsoring manager must possess a comprehensive understanding of the Vision, Method, and anticipated Impact as outlined by the authors above. Subsequently, it is vital for them to actively engage by providing guidance, offering prompt criticism on behavior, and fostering a cooperative environment to discover fresh prospects alongside the individual.

Third: Seek a comprehensive development opportunity. Evaluate whether the program provides specialized, evidence-based guidance, sufficient practical application time, constructive feedback and mentoring, and a collaborative learning environment for exchanging ideas and cultivating strategies to overcome challenges. If not, press the stop button and make a more diligent effort to choose the appropriate option. Alternatively, you can create the appropriate service on your own.

Fourth: Assess the long-term effects, for goodness’ sake. Enhance and refine initiatives to quantify the extent of influence. Direct your attention to the performance, cultural, and growth-oriented measures that are significant. Below are a few options to begin with: Key performance indicator (KPI) performance, successful achievement of goals, level of engagement, ability to retain employees, capacity to handle additional tasks, increase in critical thinking skills, impact on leadership, demonstration of effective leadership on a large scale, and other relevant factors. Ensure that measures are also established for the sponsoring managers. They play a crucial role in the success of these projects. Observe these measures. Adjust them as necessary. Incorporate them within the organization’s operational framework.

Summary for the Present Moment

This subject heightens my level of energy. There is nothing more revered in our profession than discovering methods to develop the abilities that drive our organizations towards achieving our vision and purpose. For many years, managers and executives have been delegating tasks to other departments and relying on training businesses that provide one-time services. Adhere to the instructions provided in the aforementioned article and use my ideas to introduce a practical and realistic perspective. Although it is sometimes claimed that we are all technological organizations in the present century, the truth is that our success and survival as organizations depend on having the most exceptional individuals. Begin exhibiting the qualities of a leader when it comes to the development of leadership skills.