Step 2 – Decode the job spec

What this job is actually asking for

These are the likely 3–4 core criteria you’ll be assessed on, written in plain English so you can aim your stories properly.

Criterion 1: Being the main HR partner for sales leaders

Estimated importance: 95 / 100
Theme frequency: This theme appears 10 time(s) in the job description.
Examples:

"Serve as a trusted advisor to senior functional leaders within our Commercial organisation"
"You are an experienced HR professional with a strong track record of partnering with senior leaders"

What this really means

You are the go to HR person for the Chief Revenue Officer, VP Commercial and their teams. You listen to what the business needs and turn it into clear people plans. You give calm, honest advice, even when it is hard to hear. You balance what is right for people with what the business needs to hit its goals.

What the hirer is nervous about

They do not want to hire someone who senior leaders will not trust or listen to. They worry about hiring someone who agrees with everything and does not give clear, grounded advice.

What to show in your stories

That you can build trust with senior sales or commercial leaders.
That you can turn business goals into clear people actions and plans.
That you can challenge leaders respectfully when you think something will not work.
That you can balance care for people with the needs of the business.

Criterion 2: Helping leaders grow people and teams

Estimated importance: 90 / 100
Theme frequency: This theme appears 9 time(s) in the job description.
Examples:

"Partner with the Commercial leadership team to help level up their individual leadership capability and impact"
"Identify high-potential sales talent, support succession planning for key commercial roles"

What this really means

You help managers become better leaders and people managers. You spot strong talent in sales teams and help plan their next steps. You support work on culture, inclusion and engagement so teams feel healthy and motivated. You coach leaders on real situations like low performance, conflict, or change in their teams.

What the hirer is nervous about

They do not want to hire someone who only does HR admin and avoids real people issues. They worry about hiring someone who cannot coach leaders or think ahead about talent and culture.

What to show in your stories

That you can coach managers on tricky people issues in a calm, practical way.
That you can run or support talent reviews, succession planning or leadership programs.
That you can help improve team culture, inclusion or engagement with real actions.
That you can handle performance, promotion and succession conversations with fairness and care.

Criterion 3: Using data to plan teams and manage change

Estimated importance: 85 / 100
Theme frequency: This theme appears 8 time(s) in the job description.
Examples:

"Use data and business insights to inform headcount planning, role definition, and structural adjustments."
"Lead or contribute to change initiatives that improve performance, inclusion, and team health."

What this really means

You look at people data and business numbers to plan the right team shape. You help design or adjust team structures so they work well as the business grows. You support changes like reorganisations, new roles or new ways of working. You spot problems early in the data and help leaders fix them before they grow.

What the hirer is nervous about

They do not want to hire someone who guesses or works only from feelings. They worry about hiring someone who cannot handle change calmly or explain it clearly to leaders and teams.

What to show in your stories

That you can use people data and feedback to spot patterns and problems.
That you can plan headcount and team structures that fit sales and revenue goals.
That you can support reorganisations or other changes in a structured, humane way.
That you can explain data and change plans in simple language to busy leaders.

This page takes your core stories and shows you how to reuse them.

For each criterion you’ll see:

1. Your main CAR story (Context, Action, Result), and
2. Three example questions: one “core”, one “challenge”, and one “future”, with examples of how to aim your story at each one.

The goal isn’t to memorise every word. It’s to see how one solid story can flex into different questions, so you have something stable to lean on under pressure.

Core questions and answers for each criterion

Criterion 1: Being the main HR partner for sales leaders

This is about being the trusted HR partner for senior sales leaders, turning their goals into people plans and giving calm, honest advice they will act on.

Your core story (CAR)

Context: In my last role I was the HR partner for a new Chief Revenue Officer who had been hired to turn around flat sales growth. When he arrived, the sales organisation was under heavy pressure to hit a new revenue target and his first instinct was to move quickly by exiting several mid-level managers he saw as blockers, in teams where morale was already fragile after a restructure and recent grievances.

Action: I suggested we pause on immediate exits and instead sit down together to translate his goals into a clear 12 to 18 month people plan. I brought a simple pack combining sales performance data, recent engagement results and turnover data by team, so we could see where the real issues were. Together we identified three priorities: stabilising two critical regions, improving first-line manager capability, and tightening performance management where expectations genuinely were not being met. I proposed a concrete plan with targeted coaching for two managers, a structured performance improvement process for one long-term underperformer, and a staged hiring plan to close obvious headcount gaps, while being very direct but calm about the risks of quick exits and always linking my advice back to his goals.

Result: He agreed to follow the plan and delayed the exits while we worked through the performance process properly. Within six months, one manager had improved and was leading a stronger team, while the underperformer exited through a fair, well documented process, voluntary attrition in the two fragile regions dropped by around a third and both teams finished the year slightly ahead of target. The CRO then started bringing me into conversations much earlier and described me as a proper thought partner, which meant I could influence later decisions before they reached crisis point.

How to reuse this story for different questions

Core question Tell me about a time when you worked closely with senior sales or commercial leaders to understand their needs and create clear people plans.

How to aim this story at this question

Focus on how you turned the CRO’s turnaround goals into a clear 12–18 month people plan. Highlight the data you used, the priorities you agreed together, and how this supported sales results.

For example, you could say:

C: In my last role I was the HR partner for a new Chief Revenue Officer who had been hired to turn around flat sales growth. He arrived under heavy pressure to hit a new revenue target and his first instinct was to move quickly by exiting several mid-level managers he saw as blockers, in a sales organisation where morale was already fragile.

A: I suggested we pause on immediate exits and instead sit down together to translate his goals into a clear 12 to 18 month people plan. I brought a simple pack to our meeting, combining sales performance data, recent engagement results and turnover data by team, so we could see where the real issues were. Together we identified three priorities: stabilising two critical regions, improving first-line manager capability, and tightening performance management where expectations genuinely were not being met. I then proposed a concrete plan with targeted coaching for two managers, a structured performance improvement process for one long-term underperformer, and a staged hiring plan to close obvious headcount gaps in one region.

R: He agreed to follow the plan and delayed the exits while we worked through performance properly. Within six months, voluntary attrition in the two fragile regions dropped by around a third and both teams finished the year slightly ahead of target, which he later described as a very different world to what he expected when he joined.

Challenge question Can you describe a time when it was hard to give honest advice to a sales leader and how you handled the situation?

How to aim this story at this question

Lean into the moment you challenged the CRO’s plan for quick exits. Show how you were direct but calm, explained risks, and still showed you understood his pressure and goals.

For example, you could say:

C: When a new Chief Revenue Officer joined my last company, he was under intense pressure to fix flat sales and wanted to move very quickly by exiting several mid-level sales managers he saw as blockers. The sales teams were already fragile after a restructure, with recent grievances about workload and commission changes.

A: I could see that rapid exits without a clear plan would likely destabilise the teams further, so I told him directly that I did not support immediate exits. I explained, calmly, the risks to morale, trust and attrition, and how that could actually make his revenue targets harder to hit. To keep the conversation grounded, I brought a short pack with sales performance, engagement and turnover data, and used it to show where the real issues were. I then offered an alternative: a 12 to 18 month people plan focused on stabilising two key regions, building first-line manager capability, and using a fair, structured performance process where expectations were not being met.

R: He listened, agreed to delay the exits and follow the plan, and we managed one underperformer out through a fair, well documented process while another manager improved with coaching. Over time he started bringing me into conversations much earlier and described me as a thought partner rather than just HR process, which meant I could give honest advice before things reached crisis point.

Future question If you joined us, how would you balance supporting the needs of our people with helping the business meet its sales goals?

How to aim this story at this question

Use the CRO example as proof of how you already balance both. Briefly describe what you did, then link it to how you would work with their sales leaders in future.

For example, you could say:

C: In my last role, I had to find that balance very clearly with a new Chief Revenue Officer who wanted to fix flat sales by quickly exiting several mid-level managers. The sales teams were already under strain after a restructure and recent grievances about workload and commission changes.

A: I suggested we pause on immediate exits and instead turn his revenue goals into a clear 12 to 18 month people plan. I used sales performance, engagement and turnover data to show where the real problems were, and we agreed priorities around stabilising two key regions, building first-line manager capability and tightening performance management where it was genuinely needed. I was honest about the risks of quick exits for morale and attrition, but I always linked my advice back to how it would help him hit his targets in a more sustainable way.

R: The result was lower voluntary attrition in the fragile regions and both teams finishing the year slightly ahead of target, while trust in leadership improved. If I joined you, I would use the same approach: listen carefully to your sales goals, bring clear data and options, and design people plans that protect your teams while still giving leaders what they need to deliver results.

Criterion 2: Helping leaders grow people and teams

This is about how you coach managers on real people issues, grow talent and improve team culture, not just do HR admin.

Your core story (CAR)

Context: In one organisation I partnered with a senior sales manager who had inherited a team with mixed performance and a reputation for being difficult. He was very frustrated with a long‑serving salesperson whose numbers were low and whose attitude was affecting the rest of the team, and he was pushing for immediate dismissal, while two quieter high performers were getting little development or recognition and engagement scores were among the lowest in the function, with comments about favouritism.

Action: I met the manager one to one and asked him to walk me through real examples rather than labels like difficult or bad attitude. Using those examples, I coached him to separate behaviour, performance and emotion, and we agreed clear, observable expectations to take into a formal performance meeting with the underperformer. I helped him plan and rehearse that conversation so he could stay calm, specific and fair, including offering support such as extra coaching and shadowing, while being honest about the consequences if nothing changed. In parallel, I suggested a simple talent review for his whole team, mapped each person against performance and potential, built small development steps for the two high performers, and agreed practical culture changes like regular one‑to‑ones, clearer team goals and a monthly wins and learning slot in team meetings.

Result: The performance conversation with the underperformer was firm but respectful and, with the new support in place, their numbers improved enough over the next three months to stay in role, which surprised the manager and shifted his view of them. The two high performers took on new responsibilities and one was promoted within nine months, and engagement scores for useful feedback and seeing a future at the company rose, moving the team into the middle of the pack rather than the bottom. The manager later told me he felt he had grown up as a leader through the process and started bringing similar coaching questions to me when new people issues came up, instead of jumping straight to exits.

How to reuse this story for different questions

Core question Tell me about a time when you coached a manager through a difficult people issue to help them become a better leader.

How to aim this story at this question

Focus on how you coached the sales manager with the underperformer and the wider team. Highlight how his mindset and behaviour as a leader changed through your support.

For example, you could say:

C: In my last organisation I partnered with a senior sales manager who had inherited a team with mixed performance and a reputation for being difficult. He was very frustrated with one long‑serving salesperson whose numbers were low and whose attitude was affecting the rest of the team, and he was pushing for immediate dismissal.

A: I met him one to one and asked him to walk me through specific examples rather than labels like difficult or bad attitude. Using those examples, I coached him to separate behaviour, performance and emotion, and we agreed clear, observable expectations to take into a formal performance meeting. I helped him plan and rehearse that conversation so he could stay calm, specific and fair, including offering support like extra coaching and shadowing, while being honest about the consequences if nothing changed. In parallel, I suggested a simple talent review for the whole team so he could see not just the problem, but also his quieter high performers and how to develop them.

R: The performance conversation was firm but respectful and, with the new support in place, the salesperson’s numbers improved enough over three months to stay in role, which shifted the manager’s view of them. He later told me he felt he had grown up as a leader through the process and started bringing similar coaching questions to me when new people issues came up, rather than jumping straight to exits.

Challenge question Can you describe a time when it was hard to manage a performance or conflict situation within a team and what you did to support the leader?

How to aim this story at this question

Lean into the pressure around the underperformer, the manager’s push for dismissal, and the low engagement and favouritism comments. Show how you balanced fairness, clear performance management and culture work.

For example, you could say:

C: In one sales team I supported, a senior manager had inherited a group with low engagement scores and a reputation for being difficult. He was particularly focused on one long‑serving salesperson with low numbers and a negative attitude, and he wanted to dismiss them quickly, while there were also survey comments about favouritism in the team.

A: I sat down with him and asked for concrete examples of behaviour and performance, so we could move away from labels and emotion. I coached him to separate behaviour, performance and his own frustration, and together we set clear, observable expectations to use in a formal performance meeting. I helped him plan and rehearse that meeting so he could be firm but fair, offering support such as extra coaching and shadowing, while being clear about the consequences if nothing changed. At the same time, I suggested a simple talent review of the whole team, which highlighted two quieter high performers, and we agreed small development steps for them, plus regular one‑to‑ones, clearer team goals and a monthly wins and learning slot to tackle the wider culture and favouritism concerns.

R: The underperformer’s numbers improved enough over the next three months to stay in role, which surprised the manager and reduced tension in the team. One of the high performers was promoted within nine months, and engagement scores for useful feedback and seeing a future at the company rose, moving the team out of the bottom group. The manager felt more confident handling tough people issues and started to involve me earlier for coaching rather than defaulting to exits.

Future question If you joined us, how would you help managers develop their teams and improve culture, inclusion or engagement?

How to aim this story at this question

Use the same sales team story as a model for your future approach. Explain that you would combine coaching managers on specific cases, simple talent reviews, and small, practical culture changes.

For example, you could say:

C: In my current role, I helped a senior sales manager who had a team with low engagement, mixed performance and a reputation for being difficult. He was focused on exiting one underperformer and was overlooking two quieter high performers.

A: I would take a similar approach with your managers. First, I would coach them through real examples, helping them separate behaviour, performance and emotion, and then plan fair, structured conversations with underperformers that include both clear expectations and support. In parallel, I would run simple talent reviews with them, mapping performance and potential so we can spot high‑potential people early and agree concrete development steps like stretch projects or visibility with senior leaders. To improve culture and engagement, I would work with managers to build in basics such as regular one‑to‑ones, clear team goals, and team routines like wins and learning slots that give everyone a voice.

R: Using this approach before, I saw performance improve, high performers progress and engagement scores move from the bottom of the function into the middle of the pack. My aim would be to help your managers grow in confidence as people leaders, so they handle tricky issues earlier and build healthier, more motivated teams.

Criterion 3: Using data to plan teams and manage change

This is about using people data and business numbers to shape teams, plan headcount and support changes in a calm, clear way.

Your core story (CAR)

Context: We were preparing for a new product launch that needed a different mix of skills in the sales organisation. When I looked at people data alongside the sales plan, I saw that one region had high turnover in mid-level account managers, a heavy reliance on a few key individuals, and a real risk of burnout and missed opportunity if we just backfilled roles.

Action: I pulled a simple data view combining headcount, tenure, performance ratings and recent turnover for that region, and compared it with the target customer segments for the new product. From this, I created two options: a minimal change backfill model, and a rebalanced structure that introduced a couple of specialist roles for the new product and freed senior account managers to focus on key accounts. I walked the regional leader and the CRO through both options in plain language, setting out the risks, benefits and likely impact on the team, and we agreed on the rebalanced structure with a staged implementation, starting with one pilot specialist role. I then worked with the sales leader and local managers to plan the change in a humane way, including one-to-one conversations, clear written summaries of new responsibilities, and regular check-ins during the first three months.

Result: The pilot specialist role quickly proved its value, helping the region hit early targets for the new product without overloading existing account managers. The change was accepted with relatively little friction, with no formal grievances or surprise resignations linked to the restructure, and turnover in the region reduced over the following six months. The sales leader later asked to expand the specialist model to another team, and in our year-end HR review this was highlighted as an example of using data and people insight to support commercial decisions, leading to me being invited to help design similar processes for other regions.

How to reuse this story for different questions

Core question Tell me about a time when you used people data and business information to plan team structures or headcount.

How to aim this story at this question

Focus on how you combined people data with the new product sales plan to suggest two structure options, and how that informed headcount and role design.

For example, you could say:

C: We were preparing for a new product launch that needed a different mix of skills in the sales organisation. When I looked at people data alongside the sales plan, I saw one region had high turnover in mid-level account managers and was relying heavily on a few key individuals.

A: I pulled a simple data view that combined headcount, tenure, performance ratings and recent turnover for that region, and compared it with the target customer segments for the new product. From this, I built two options: a minimal change backfill model, and a rebalanced structure that created a couple of specialist roles for the new product and freed senior account managers to focus on key accounts. I walked the regional leader and the CRO through both options in plain language, setting out the risks and benefits of each, including the likely impact on workload and morale.

R: We agreed on the rebalanced structure with a staged implementation, starting with one pilot specialist role. The pilot quickly proved its value, helping the region hit early targets for the new product without overloading existing account managers, and the model was later expanded to other teams.

Challenge question Can you describe a time when it was difficult to support a reorganisation or change and how you helped leaders manage it?

How to aim this story at this question

Emphasise the sales leader’s scepticism and tight launch date, then show how you used clear options, a pilot, and humane communication to make the change manageable.

For example, you could say:

C: During a new product launch, I saw from headcount, performance and turnover data that one sales region was at risk of burning out its remaining strong performers. The regional sales leader was under time pressure and wanted to simply backfill like-for-like roles to keep capacity up, and was sceptical about changing the structure.

A: I pulled a clear data view combining headcount, tenure, performance ratings and recent turnover, and linked it to the needs of the new product. I then set out two options for the leader and the CRO: a minimal change backfill model, and a rebalanced structure with specialist roles for the new product that would free senior account managers to focus on key accounts. I explained both options in straightforward language, including how each would feel for the team, and suggested a staged approach with a single pilot specialist role to reduce risk. Once we agreed, I worked with the sales leader and local managers to plan the change in a humane way, including one-to-one conversations, clear written summaries of new responsibilities, and regular check-ins in the first three months.

R: The change was accepted with relatively little friction, with no formal grievances or surprise resignations linked to the restructure. The pilot role delivered strong early results, turnover in the region reduced over the next six months, and the sales leader later asked to extend the specialist model because of the clarity it brought to roles.

Future question If you joined us, how would you explain data insights and change plans to busy leaders in a simple and clear way?

How to aim this story at this question

Use the same story, but talk about it as your model: two clear options, simple data views, plain language, and a staged pilot to make decisions easier for leaders.

For example, you could say:

C: In my current role, I had to explain a complex situation to a regional sales leader and the CRO during a new product launch. One region had high turnover in mid-level account managers and a heavy reliance on a few key people, which the data showed was risky.

A: I started by pulling a simple data view that combined headcount, tenure, performance ratings and recent turnover, and linked it directly to the sales plan for the new product. Then I turned that into two clear choices for the leaders: a minimal change backfill model, and a rebalanced structure with specialist roles that would protect key accounts. I walked them through both options in plain, non-technical language, focusing on the main risks, benefits and how each option would feel for the team, and suggested a low-risk pilot so they could see the impact before committing fully.

R: They quickly understood the trade-offs and chose the rebalanced structure with a staged pilot. The pilot worked well, and because the rationale had been explained clearly, the wider change was accepted with little friction and later used as a model for other regions.

Bonus: “Something went wrong” story (CAR)

This is your gentle “something went wrong” example. It can be used for questions about mistakes, weaknesses, or how you handle difficulty. For the general questions later this will be woven into the answers.

Context: Earlier in my career, I supported a restructure in a sales support team where we needed to remove a layer of administration roles and create fewer, broader roles with more responsibility.
The timelines were tight and I was keen to show I could move quickly and be “on top of things”, especially as it was my first time leading the people side of a change.
I drafted the new structure and selection process with the team manager and we agreed who would be placed and who would need to go through selection.
However, I pushed to announce the high-level plan to the team via email before we had finished all the individual impact conversations, because I wanted to meet the deadline and thought it would show decisiveness.

Action: The email landed badly. A couple of people found out about potential role changes at the same time as everyone else and felt blindsided and disrespected.
Two of them came to me visibly upset and said they thought decisions had been made without them having any chance to talk about their situations.
I realised I had prioritised speed and neat communication over how it would actually feel for the people affected. I apologised directly to those colleagues for the way they had found out and acknowledged that it was not the right way to do it.
I then worked with the manager to slow the process down. We paused further emails, brought people in for one-to-one conversations to explain the rationale, listened to their concerns, and made small adjustments where we could, for example around notice periods and support for internal applications.
After the restructure, I took time to reflect with my HR director and asked for feedback on what I could have done differently. Together we agreed a simple checklist for future changes, including always having individual conversations about impact before any group announcement.

Result: The immediate situation calmed down once people had space to talk and understood that we accepted the announcement could have been handled better.
Although we still had to make some difficult decisions, no one raised a formal grievance and a couple of the affected staff later moved successfully into other roles in the business.
For me, it was a turning point in how I handle change. Since then, I have been much more deliberate about pacing, sequencing communications, and thinking about how news lands emotionally, not just whether the process is technically correct.
In later restructures, I used that checklist as standard practice, and managers have commented that they appreciate how “human” the process feels even when the decisions are tough.

Core general questions and example answers

Can you tell me a bit about yourself and your experience for this kind of role?

I am an HR professional with strong experience partnering with senior sales leaders through change, performance issues and team development. For example, in my last role I worked closely with a new Chief Revenue Officer to turn around flat sales growth, acting as his main HR partner.

I am used to combining people data, engagement feedback and commercial goals to shape practical people plans. I also have hands-on experience supporting restructures, coaching managers on performance and behaviour, and helping teams adapt to new structures and products in a fair, human way.

(Built mainly from: Being the main HR partner for sales leaders.)

What would you say are your main strengths for this role?

One key strength is being a calm, honest thought partner to leaders, even when they are under pressure. For example, when the new CRO wanted to quickly exit several managers, I used data and a clear 12 to 18 month people plan to steer him towards a more balanced approach that still met his goals.

Another strength is helping managers grow their people, not just manage problems away. When I coached a senior sales manager through a tough performance case and a simple talent review, his underperformer improved, his high performers progressed, and engagement moved from the bottom of the function into the middle.

(Built from a mix of your stories.)

What is a development area or something you find difficult, and how are you working on it?

Earlier in my career, I sometimes prioritised speed and neat communication over how change would feel for people. In one restructure, I pushed to send a high level email about new roles before we had finished individual impact conversations, and a couple of colleagues felt blindsided and upset.

I apologised, slowed the process down, and worked with the manager to have proper one-to-ones and small adjustments where possible. Since then I have used a simple checklist for any change, making sure individual conversations come before group announcements, and managers have said the process now feels much more human.

(Built mainly from your “something went wrong” story.)

Why are you interested in this role and working with our organisation?

I enjoy roles where HR is a genuine partner to the business, helping leaders make people decisions that are both commercially sound and fair. For example, when I worked with the CRO on his sales turnaround, I could see the impact of thoughtful people planning on revenue, morale and retention.

I am particularly drawn to organisations that value data-informed decisions and humane change. In my experience, like when we rebalanced a sales region for a new product launch, that mix leads to better outcomes for both the business and the people in it.

(Built mainly from: Using data to plan teams and manage change.)

Can you tell me about a time when something went wrong and how you handled it?

In a sales support restructure, I was keen to show I could move quickly, so I pushed to announce the high level new structure by email before we had finished all the individual impact conversations. The email landed badly and a couple of people found out about possible role changes at the same time as everyone else, which left them feeling blindsided and disrespected.

I apologised directly, paused further emails, and worked with the manager to bring people in for one-to-ones, explain the rationale and adjust what we could, such as notice periods and support for internal moves. Afterwards I reflected with my HR director and created a checklist so that in later restructures I always sequence communication more carefully, which managers have since said makes the process feel more human.

(Built mainly from your “something went wrong” story.)

How do you handle stress, for example when a deadline changes or the workload increases?

When things become stressful, I focus on slowing the situation down enough to make good decisions and then break the work into clear steps. For example, when the CRO arrived under heavy pressure to hit new revenue targets and wanted to exit several managers quickly, I suggested we pause and translate his goals into a 12 to 18 month people plan instead of rushing.

I use data and simple summaries to bring clarity, agree priorities, and then communicate calmly with the people involved. This helps me and others stay focused on the most important actions, even when timelines are tight or expectations change.

(Built mainly from: Being the main HR partner for sales leaders.)

Can you tell me about a time you had to manage several tasks or deadlines at once?

When we were preparing for a new product launch, I had to balance planning the new sales structure, analysing people data, and supporting managers and staff through the change at the same time. I created a simple data view and two clear structural options, then agreed a staged implementation with a pilot specialist role so we did not try to do everything at once.

I scheduled regular check-ins with the sales leader and local managers, and used clear written summaries so everyone knew what was happening when. This approach meant we hit early product targets, reduced turnover and avoided grievances, even though there were many moving parts.

(Built mainly from: Using data to plan teams and manage change.)

Can you tell me about a time you worked closely with someone else to get something done?

I worked very closely with a senior sales manager who had inherited a difficult team with mixed performance and low engagement. We sat down one-to-one, walked through real examples, and I coached him to separate behaviour, performance and emotion so we could plan a fair performance meeting with an underperformer and a simple talent review for the whole team.

We agreed clear expectations, rehearsed the tough conversation together, and designed small development steps for his high performers. As a result, the underperformer improved enough to stay, one high performer was promoted within nine months, and engagement scores moved from the bottom of the function into the middle.

(Built mainly from: Helping leaders grow people and teams.)

Can you give an example of how you learnt a new system or process and became confident using it?

When I first started using a more data-driven approach to workforce planning, I had to learn how to combine different people data sources into something leaders could actually use. For the new product launch, I pulled together headcount, tenure, performance ratings and turnover into a simple view, and then tested two structural options with the regional leader and CRO in plain language.

By practising this process, getting feedback, and seeing how the pilot specialist role helped hit early targets without overloading account managers, I became confident in using data as a standard part of my planning. It has since been highlighted in year-end HR reviews and used as a model for other regions.

(Built mainly from: Using data to plan teams and manage change.)

Can you tell me about a time you disagreed with a colleague or stakeholder, and how you resolved it?

I disagreed with a new CRO who wanted to move very quickly to exit several mid-level managers he saw as blockers, in teams where morale was already fragile. I stayed calm and respectful, but was direct about the risks of quick exits, and brought a simple pack of sales performance, engagement and turnover data so we could look at the real issues together.

By translating his goals into a 12 to 18 month people plan with clear priorities and fair performance processes, we found a way forward he could support. Within six months, one manager had improved, another exited through a fair process, attrition dropped and both teams finished slightly ahead of target, and the CRO began involving me earlier as a trusted partner.

(Built mainly from: Being the main HR partner for sales leaders.)

Questions you could ask them

Pick one or two of the following that feel natural and genuinely useful for you.

What would a typical week in this role look like?

How will you measure success in the first three to six months?

How does the team prefer to communicate and share updates?

What kind of support or onboarding do new starters receive?

Is there anything about the role or team that you wish candidates asked more about?

Interview Answer Pack

The Original Job Spec

Senior People Business Partner:

What this job is actually asking for

What this really means

What the hirer is nervous about

What to show in your stories

What this really means

What the hirer is nervous about

What to show in your stories

What this really means

What the hirer is nervous about

What to show in your stories

This page takes your core stories and shows you how to reuse them.

Core questions and answers for each criterion

Criterion 1: Being the main HR partner for sales leaders

Your core story (CAR)

How to reuse this story for different questions

How to aim this story at this question

For example, you could say:

How to aim this story at this question

For example, you could say:

How to aim this story at this question

For example, you could say:

Criterion 2: Helping leaders grow people and teams

Your core story (CAR)

How to reuse this story for different questions

How to aim this story at this question

For example, you could say:

How to aim this story at this question

For example, you could say:

How to aim this story at this question

For example, you could say:

Criterion 3: Using data to plan teams and manage change

Your core story (CAR)

How to reuse this story for different questions

How to aim this story at this question

For example, you could say:

How to aim this story at this question

For example, you could say:

How to aim this story at this question

For example, you could say:

Bonus: “Something went wrong” story (CAR)

Answers to the most common interview questions.

Core general questions and example answers

Can you tell me a bit about yourself and your experience for this kind of role?

What would you say are your main strengths for this role?

What is a development area or something you find difficult, and how are you working on it?

Why are you interested in this role and working with our organisation?

Can you tell me about a time when something went wrong and how you handled it?

How do you handle stress, for example when a deadline changes or the workload increases?

Can you tell me about a time you had to manage several tasks or deadlines at once?

Can you tell me about a time you worked closely with someone else to get something done?

Can you give an example of how you learnt a new system or process and became confident using it?

Can you tell me about a time you disagreed with a colleague or stakeholder, and how you resolved it?

Questions you could ask them

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