A simple guide to common terms you might hear
We know recruitment processes can come with a lot of unfamiliar language, especially if this is your first time navigating a corporate interview process. These words don’t reflect your capability or potential. They’re simply shortcuts we use, and we’re always happy to explain them.
This guide is here to help take the mystery out of some of the most common terms you might hear along the way. If there is anything that still feels unclear, please ask. Your recruitment partner is there to support you.
Behavioural interview - You might hear us call this a behavioural or competency based interview.
What this really means:
We’ll ask you to share real examples from your work, study, community or life experiences. We’re interested in how you approach situations, not just what you know.
You might hear questions that start with:
“Tell us about a time when…”
“Can you describe a situation where…”
There’s no “perfect” answer. We’re looking for honesty, reflection and learning. Experiences from outside of paid work absolutely count.
We’ll ask you to share real examples from your work, study, community or life experiences. We’re interested in how you approach situations, not just what you know.
You might hear questions that start with:
“Tell us about a time when…”
“Can you describe a situation where…”
There’s no “perfect” answer. We’re looking for honesty, reflection and learning. Experiences from outside of paid work absolutely count.
Panel interview - Sometimes your interview will include more than one person.
What this really means:
A small group of people will speak with you together. This could include the hiring manager and others you might work with. Having a panel helps us make fairer decisions and gives you a chance to meet different people from the team.
You don’t need to address everyone perfectly. It’s okay to take your time and respond naturally.
A small group of people will speak with you together. This could include the hiring manager and others you might work with. Having a panel helps us make fairer decisions and gives you a chance to meet different people from the team.
You don’t need to address everyone perfectly. It’s okay to take your time and respond naturally.
Whānau or support person in interviews - You might hear us talk about interviews being candidate‑centred or offering support options.
What this really means:
We recognise that people interview best when they feel supported, comfortable and grounded. You’re welcome to bring whānau or a support person to your interview if this would help you.
This could include:
• Having someone attend the interview with you
• Having a support person join virtually
• Support before or after the interview kōrero
This support can be for cultural, wellbeing, accessibility or confidence reasons, or simply because it feels right for you.
If this is something you’d like, please let your recruitment partner know. We’ll talk through options and make arrangements that feel respectful, inclusive and supportive.
We recognise that people interview best when they feel supported, comfortable and grounded. You’re welcome to bring whānau or a support person to your interview if this would help you.
This could include:
• Having someone attend the interview with you
• Having a support person join virtually
• Support before or after the interview kōrero
This support can be for cultural, wellbeing, accessibility or confidence reasons, or simply because it feels right for you.
If this is something you’d like, please let your recruitment partner know. We’ll talk through options and make arrangements that feel respectful, inclusive and supportive.
Stakeholder management - You may hear this term in interviews or job descriptions.
What this really means:
Working well with different people who are impacted by your work, such as colleagues, customers, leaders, suppliers, whānau, hapū, iwi, community groups or other partners. This often involves building relationships, listening, communicating clearly and bringing people together around a shared goal.
This could look like:
• Communicating clearly
• Listening and building trust
• Balancing different needs or perspectives
• Working with whānau, hapū, iwi or community groups to achieve an outcome
• Bringing people together around a shared kaupapa.
You don’t need a corporate title to do this. Many people already do this every day.
Working well with different people who are impacted by your work, such as colleagues, customers, leaders, suppliers, whānau, hapū, iwi, community groups or other partners. This often involves building relationships, listening, communicating clearly and bringing people together around a shared goal.
This could look like:
• Communicating clearly
• Listening and building trust
• Balancing different needs or perspectives
• Working with whānau, hapū, iwi or community groups to achieve an outcome
• Bringing people together around a shared kaupapa.
You don’t need a corporate title to do this. Many people already do this every day.
Competencies - Sometimes roles refer to “competencies”.
What this really means:
The skills, behaviours and ways of working that help someone be successful in a role, such as teamwork, problem-solving, communication or leadership.
These can be developed in many places, not just through paid employment. Experience gained through study, whānau responsibilities, volunteering, cultural leadership, marae involvement, hapū or iwi contributions, sports teams, community organisations and everyday life can all help build valuable capabilities.
For example, organising events, supporting whānau, coordinating community initiatives, leading kaupapa, contributing to marae activities or bringing people together around a shared goal can demonstrate leadership, communication, organisation and stakeholder management skills.
Remember:
Leadership and capability can show up in many different ways. If you've supported your whānau, contributed to your marae, helped lead a community initiative, participated in hapū or iwi activities, coached a team, organised events or supported others through change, those experiences may demonstrate valuable transferable skills. Don't assume your examples need to come from a formal workplace setting.
The skills, behaviours and ways of working that help someone be successful in a role, such as teamwork, problem-solving, communication or leadership.
These can be developed in many places, not just through paid employment. Experience gained through study, whānau responsibilities, volunteering, cultural leadership, marae involvement, hapū or iwi contributions, sports teams, community organisations and everyday life can all help build valuable capabilities.
For example, organising events, supporting whānau, coordinating community initiatives, leading kaupapa, contributing to marae activities or bringing people together around a shared goal can demonstrate leadership, communication, organisation and stakeholder management skills.
Remember:
Leadership and capability can show up in many different ways. If you've supported your whānau, contributed to your marae, helped lead a community initiative, participated in hapū or iwi activities, coached a team, organised events or supported others through change, those experiences may demonstrate valuable transferable skills. Don't assume your examples need to come from a formal workplace setting.
Hiring Manager - This is someone you’ll hear about throughout the process.
What this really means:
The Hiring Manager is the person who will manage the role day to day. They’re usually involved in interviews and decisions and are keen to learn about you as a whole person.
The Hiring Manager is the person who will manage the role day to day. They’re usually involved in interviews and decisions and are keen to learn about you as a whole person.
Cultural fit or values led interview - You might hear questions about values or “fit”.
What this really means:
We’re interested in how your values, experiences and ways of working connect with ours, not whether you’re all the same.
We recognise that people's values are often shaped by culture, whakapapa, whānau, communities and lived experience. That's why we welcome examples from all parts of your life, including work, study, community leadership, caring responsibilities, cultural connections, volunteering or other experiences that have influenced your values and approach.
We value diversity of thought, background and lived experience, and we're interested in understanding the perspective you bring.
Bring your whole self. Your story matters.
We’re interested in how your values, experiences and ways of working connect with ours, not whether you’re all the same.
We recognise that people's values are often shaped by culture, whakapapa, whānau, communities and lived experience. That's why we welcome examples from all parts of your life, including work, study, community leadership, caring responsibilities, cultural connections, volunteering or other experiences that have influenced your values and approach.
We value diversity of thought, background and lived experience, and we're interested in understanding the perspective you bring.
Bring your whole self. Your story matters.
Pre employment checks - If you’re successful, we may talk about checks.
What this really means:
Depending on the role, this could include reference checks, right to work checks or medical assessments. This is a standard part of our recruitment process, and we’ll clearly explain what’s required and why.
If you have questions or concerns, please talk with your recruiter early.
Depending on the role, this could include reference checks, right to work checks or medical assessments. This is a standard part of our recruitment process, and we’ll clearly explain what’s required and why.
If you have questions or concerns, please talk with your recruiter early.
Meet Jodi, Quality and Safety
"Learning and development opportunities helped me build a career I'm proud of."
Many people develop valuable skills and capabilities in lots of different ways.
Jodi's story is a reminder that leadership, problem solving andncommunication grow over time through learning, development and real-life experiences.
When we talk about competencies or transferable skills, we're interested in what you've learned, how you've grown
Jodi's story is a reminder that leadership, problem solving andncommunication grow over time through learning, development and real-life experiences.
When we talk about competencies or transferable skills, we're interested in what you've learned, how you've grown
A gentle reminder
You are always welcome to:
• Ask for clarification
• Take a moment before answering
• Bring notes
• Lean on whānau or support people
• Share any access or support needs
We want this process to feel respectful, transparent and supportive. We’re learning alongside you.
• Take a moment before answering
• Bring notes
• Lean on whānau or support people
• Share any access or support needs
We want this process to feel respectful, transparent and supportive. We’re learning alongside you.
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