The structure of a postdoc interview can vary slightly depending on the academic institution, such as the length of the interview, but many components will remain consistent throughout the process. Like any other interview, preparation is important, and may include the following components:

Formal (panel) interview: you will likely meet with the hiring group leader and possibly a selection committee. To make a strong impression, it is important to do your research on their work in advance. This will allow you to ask thoughtful, informed questions and demonstrate your interest in their research. 

Scientific presentation: in most postdoc interviews, you will be expected to present your previous research. Be mindful of the level of detail you include, as not all lab or selection committee members may be experts in your specific field. Whenever possible, practise your presentation in front of your lab members and other scientific peers.

Informal meetings: although more casual, these interactions are still an important part of the interview process. Use this opportunity to ask questions and better assess whether the group leader and lab environment are a good fit for your career goals.

The structure of a group leader interview can be different depending on the academic institution (e.g. university or research institute), the specific position, and the country. It is essential to thoroughly research the department and institution where you are interviewing. Be prepared to discuss your research background and future directions, teaching experience, potential collaborations, and plans for securing future research funding in the potential following components:

Formal (panel) interview: a search committee typically includes the department head or chair, other faculty members, and occasionally external experts. It may also involve administrative staff (e.g., Human Resources, EDI officers) and early-career researchers. 

Scientific presentation: you will be expected to present a summary of your past research achievements and future research plans. Highlight how your work aligns with the institution’s goals and discuss potential funding and collaboration opportunities. 

Teaching lecture: for a position with a teaching workload, you might be required to deliver a teaching demonstration. Ask for the format and audience in advance. Demonstrate clear, engaging learning objectives, foster audience participation, and incorporate diverse teaching methods.

Chalk talk: this talk focuses on the approach to a current or future project. In most cases, rather than having a pre-prepared set of slides, your only visual aid is a whiteboard and pens. The attendees will interrupt you with questions – so you need to have a clear structure in mind for the talk, but balance this with flexibility. It is common practice in the US, and also used by some European institutes. 

Informal meetings: individual or group meetings with potential colleagues most likely will take place. These are usually more casual, but these interactions are still part of the interview process. The people you meet will normally provide feedback to the decision-makers on whether they could envisage working with you productively – so stay positive and ask relevant questions to show your interest in the position and department.

The structure of a non-academic interview is different depending on the type of position and company/organisation. The focus should be on how your academic achievements and skills can contribute to the employer’s goals. Employers look for alignment with their culture and mission, so do your research and be ready to explain how you fit in. Emphasise how your scientific training can help them to achieve practical, tangible results.

Formal interview: you will likely meet with the hiring manager and possibly a hiring committee. 

Scientific presentation: for industry R&D positions, you may be asked to give a presentation about your previous research or a scientific publication.

Other presentation: for certain positions, you may be asked to give a presentation about your background, your ideas for the role, or a topic related to the job (e.g. present a scientific product).

Behavioural/competency-based: these are open questions about real-world situations where you demonstrated key competencies like teamwork, communication, adaptability, leadership, among others. They are based on the assumption that the best predictor of future behaviour is past behaviour or past performance in a similar situation. This interview component may be part of the formal interview or a separate one with Human Resources. Use examples from your research and work experience to illustrate these. Example questions and a recommended way to structure an effective answer to such questions are included in our handout ‘Preparing for a non-academic job interview and potential questions’, below.

Ability and psychometric tests:  these are part of the job application process at many pharma companies and the public sector (e.g. in the civil service). You may be asked to complete these tests before or during the interview. The tests are used together with other aspects of the interview process to gain insights about your working style, your personality, and how well you fit the demands of the job.  Further information can be found in our handout ‘Preparing for a non-academic job interview and potential questions’, below.

Case studies: job simulations and case studies mimic the type of work you would do, and may be asked to complete before or during the interview. For a job as a scientific editor, for example, you might be asked to read a paper, provide feedback and make a recommendation on its suitability for publication. For a patent traineeship, you could be asked to describe the function and features of an object (e.g. a stapler). Case studies are a major part of interviews with consulting firms, but most firms provide applicants with preparatory materials. 

Assessment centres: this is a structured interview where candidates participate in tasks such as group discussions, problem-solving exercises, and presentations. These activities aim to evaluate skills such as teamwork, leadership, and communication. Your performance will be assessed by the hiring manager and/or Human Resources personnel to provide a fair and comprehensive evaluation of your suitability for the role.

Informal meetings: individual or group meetings with potential colleagues most likely will take place. The goal is to assess your fit within the team and the company. These meetings provide an opportunity for both sides to evaluate how well you interact in a more relaxed setting; however, these interactions are still part of the interview process. The people you meet will normally provide feedback to the decision-makers on whether they could envisage working with you productively – so stay positive and ask relevant questions to show your interest.