Welcome to your guided preparation for a career interview with the Mid Yorkshire Hospitals NHS Trust (MYHT). I’m Jerry Frempong, a UK-based career coach with over 25 years’ experience. In this blog post, we’ll begin with a brief history of the Trust, and then dive into 30 fully explained interview questions and answers for differing job roles. For each role we will state the job description and provide salary guidance, then explore opening questions, competency questions (including the STAR model), ending questions, and finally general interview coaching tips. Let’s get started with an optimistic mindset—you can do this!
The Mid Yorkshire Hospitals NHS Trust (often referenced as MYHT) is a major acute and community health services provider in West Yorkshire, England. Wikipedia+2Mid Yorkshire Teaching NHS Trust Careers+2
Formed to deliver care across multiple sites including the hospitals at Pontefract, Dewsbury and Wakefield (Pinderfields) and community services, the Trust serves over one million people in the Wakefield and Kirklees area. NHS Jobs+1
Over the years the Trust has undergone major change and investment: for example, the new Pinderfields Hospital in Wakefield was procured under a Private Finance Initiative around 2010. Wikipedia+1
Financially, the Trust manages a substantial budget and employs thousands of staff across the region. Wikipedia+1
In recent years the organisation has emphasised its values of caring, improving, respect and high standards, and has invested in training, staff development, and inclusion. NHS Jobs
Understanding this context is valuable for your interview: you are joining an organisation with ambition, change, community impact and high expectations. When you speak at interview, show that you understand not just the role but the broader mission of the Trust.
Now we will look at three key job roles within the Trust, each with tailored interview questions and answers (10 questions per role). Although you may be interviewing for a different role, the structure and examples will help you prepare comprehensively. The roles I’ve selected are: (1) Healthcare Support Worker (Band 2/3), (2) Registered Nurse (Band 5/6), (3) Senior Clinical Midwife / Team Lead (Band 7).
Importance of the role: This is a core frontline role supporting nursing teams and patient care. The support worker ensures patients’ basic needs are met, assists in maintaining patient comfort, dignity, safety and works closely within the multi-disciplinary team. It is an essential role in delivering high-quality care and the Trust depends upon individuals who are compassionate, adaptable and committed.
Job description & salary guidance: According to a job advert, a “Healthcare Support Worker” role at MYHT (Band 2) had a salary around £23,615 a year pro-rata, for part time staff. NHS Jobs A Band 3 “Clinical Support Worker” role was listed at £24,071 to £25,674 a year. NHS Jobs
Given the importance of the role in patient care, your interview preparation must emphasise values, patient-focus and teamwork.
Opening questions
Tell me a little about yourself and why you want to work at Mid Yorkshire Hospitals NHS Trust as a Healthcare Support Worker.
Answer: “I have always enjoyed working with people and supporting others in practical and emotional ways. Having spent time volunteering in a care setting, I found great satisfaction in helping patients feel safe and valued. I am drawn to Mid Yorkshire because of its commitment to high standards of care, its values of respect and improving, and its reputation for training and development. I want to join a team where I can contribute, learn and make a difference every day.”
What do you know about our Trust and why do you believe you are a good fit?
Answer: “I know that Mid Yorkshire serves a large community across Wakefield and Kirklees, with acute hospitals and community services. I understand the importance of the Trust’s values such as caring, improving, being respectful and maintaining high standards. I believe I am a good fit because I work with empathy, I handle practical tasks well and I am keen to support patients and staff in a busy care environment. I am flexible, reliable and motivated to put patients first.”
Competency questions (using STAR model)
(Reminder: Situation, Task, Action, Result).
3. Can you tell us about a time when you had to manage a difficult or upset patient or family member?
Answer: Situation: “During my volunteer placement I was assisting a patient who had been moved to a ward for observation and was anxious about the unfamiliar environment.”
Task: “My task was to support the patient in feeling comfortable, help them understand the process, and liaise with the nurse in charge about any concerns.”
Action: “I sat with the patient, listened to their concerns, explained what was happening in simple language, offered them a drink, and notified the nurse about their anxiety so additional reassurance could be given.”
Result: “The patient relaxed, their family commented that they felt better looked after and the nurse thanked me for noticing the anxiety early. The patient’s stay proceeded without additional distress.”
This shows empathy, communication and pro-active support.
Describe a time when you worked as part of a team to achieve a goal under time pressure.
Answer: “Situation: In my previous role as a bank support worker, we were short-staffed on an evening shift and had to prepare multiple patients for discharge by the next morning. Task: My role was to take vital signs, assist patients with personal care, prepare them for a safe discharge and coordinate with the ward nurse. Action: I organised myself, prioritised patients with greatest needs, worked with another support worker to split tasks, communicated clearly with the nurse about any issues, and ensured the environment was tidy and ready. Result: We achieved all discharges on time, the ward leader thanked us for our efficient team work and the patients left the ward with minimal delay. The team felt united and the overall shift ran smoothly.”
How do you ensure patient dignity and respect in your work?
Answer: “I always greet patients and introduce myself, I ensure I explain what I’m doing before I assist with personal care, I maintain privacy (curtains drawn, doors closed), I speak to them respectfully, and I listen if they raise concerns. I am mindful of their feelings, treat them as individuals, and maintain confidentiality. For example, I once helped a patient who was embarrassed about needing assistance to the toilet; I engaged them respectfully, assured them it was part of my role and ensured the environment was discreet and calm. They thanked me for making them feel comfortable.”
Tell me about an improvement you made or suggested in previous work or volunteering.
Answer: “At the volunteer placement I noticed that some patients often waited for call bells because the staff were very busy. I suggested with permission that we place easily accessible water jugs and cups on the bedside tables for patients able to drink safely. I positioned them in collaboration with the nurse and monitoring staff. After this change, fewer call bells were rung for simple thirst, patients reported they felt more comfortable and staff had a bit more time for other care duties.”
Describe a time you encountered a safety or infection-control concern and what you did.
Answer: “Situation: On a ward round I noticed a spill of fluid by a patient bay which had not yet been cleaned. Task: My responsibility was to make sure the area was safe for patients and staff. Action: I asked a staff member to close access to the area, cleaned it up with a spill kit following procedure, informed the nurse in charge and documented what had happened. Result: The area was safe again quickly, no one slipped or had further issue, and I had demonstrated awareness of safety and infection control. The nurse commended me for spotting it early.”
Can you give an example of how you prioritise tasks when your workload is high?
Answer: “When the ward becomes busy, I list tasks: urgent patient needs (toileting, medication support, vital signs) come first, then tasks that support discharge or ward flow, then non-urgent tidy or restock tasks. For example, one busy afternoon I had to support three patients, help prepare one for discharge and update records. I asked the nurse which patient needed immediate support, I checked vital signs while another staff member assisted, I then prepared the discharge paperwork and informed the ward clerk. I kept the nurse informed of progress and asked when additional help was needed. I ended the shift tidy and ready for handover. The ward manager noted that our team had stayed calm under pressure.”
Tell me about a time you received feedback (positive or negative) and how you responded.
Answer: “I once received feedback that I sometimes delayed documenting patient support tasks because I prioritized personal care tasks over record-keeping. I reflected on this and realised I needed to balance both. I introduced a habit of finishing care and then immediately updating the record, or if busy I used a ‘care card’ to note tasks to write up later. In subsequent periods the nurse commented that my documentation was clear and timely. I learnt that feedback is a gift and by acting on it I improved my effectiveness.”
What would you do if you disagreed with a nurse’s decision or instruction?
Answer: “If I were uncertain about a nurse’s instruction or disagreed, I would firstly listen and ask clarifying questions respectfully: ‘Could you explain why this approach is being used?’ If I still felt concerned that patient safety or dignity might be compromised, I would raise the issue politely with the nurse and, if needed, escalate to the senior nurse or ward manager, following the Trust’s policy. The key is respectful communication, not confrontation, and safeguarding the patient. For example in a previous placement I noticed a reading had not been documented properly—I asked the nurse to confirm the next step, they appreciated my concern and together we resolved it. The patient’s care plan remained safe.”
Do you have any questions for us?
Answer: “Yes, thank you. Could you tell me how the team supports new Healthcare Support Workers in becoming competent and confident in their role? Also, what opportunities are there for development and further training at Mid Yorkshire? Finally, how is staff feedback gathered and used to improve the ward environment?”
Why should we select you over other candidates?
Answer: “I believe I combine a genuine desire to contribute to excellent care, a strong sense of responsibility, good interpersonal skills and a flexible positive attitude. I have previous experience in care settings, I understand the importance of dignity, safety and team work, and I am excited by the Trust’s values and ambition. I will work hard to support the team and patients, and I am motivated to grow and develop within Mid Yorkshire.”
Do’s and Don’ts for this role interview
Do: Dress smartly, arrive early, show you understand the Trust’s values, give specific examples, use the STAR model, show empathy, and ask thoughtful questions.
Don’t: Arrive under-prepared, speak negatively about past employers or volunteers, talk only in generalities (“I always help patients”), avoid giving concrete examples, forget to engage the interview panel, or neglect to ask questions.
Importance of the role: The Registered Nurse is pivotal in delivering high-quality patient care, leading the nursing team, coordinating with multi-disciplinary colleagues, ensuring care plans are implemented, patient safety and regulatory standards are met. This role carries significant responsibility and requires clinical knowledge, leadership skills and adaptability.
Job description & salary guidance: According to the Trust’s job listings, Band 5 roles at MYHT fall in the range £31,049 to £37,796 and Band 6 £38,682 to £46,580. Mid Yorkshire Teaching NHS Trust Careers+2NHS Jobs+2 These salaries reflect the Agenda for Change pay scales. Wikipedia
If you are interviewing for a Registered Nurse role, you must be ready to speak about clinical competence, leadership, patient safety, team management and improvement.
Opening questions
Please introduce yourself and explain your motivation for applying to Mid Yorkshire Hospitals NHS Trust as a Registered Nurse.
Answer: “I’m a qualified Registered Nurse with three years’ experience on a medical ward in a large NHS hospital. I have consistently delivered safe, patient-centred care and developed my leadership of care assistants and newly qualified nurses. I’m drawn to Mid Yorkshire Hospitals NHS Trust because of its commitment to improving care, its investment in staff development and its values. I want to bring my experience to a dynamic team where I can both contribute and continue learning.”
What attracted you to this specific nursing role and what do you believe you can bring to the team?
Answer: “The role excites me because it combines direct patient care, staff coordination and improvement work. I can bring strong clinical knowledge, excellent communication skills with patients, families and the multidisciplinary team, and a track record of responding quickly to changes and supporting staff. I’m comfortable in busy environments, I prioritise safety and I’m committed to continuous professional development.”
Competency questions (STAR model)
3. Describe a time you identified a risk to patient safety and what you did about it.
Answer: Situation: “On my previous ward I noted that a patient’s falls risk assessment had not been updated after a change in mobility status.”
Task: “My task was to ensure the assessment was up-to-date and appropriate actions were in place to mitigate risk.”
Action: “I spoke to the nurse in charge, updated the assessment myself following procedure, and proposed a repositioning schedule and support from the care assistant team. I also alerted physiotherapy for review.”
Result: “The patient’s mobility improved, no further falls occurred, and the ward manager commended the prompt risk management. I learned the importance of proactive review and team communication.”
Tell me about a time you led a small team or shift, and how you motivated staff and managed priorities.
Answer: “Situation: I was shift-leader on a busy night when we admitted two emergency patients and had staffing shortfall. Task: My duty was to delegate tasks, ensure patient safety and coordinate admissions while maintaining ward flow. Action: I met my team at shift start, clarified roles, assigned a care assistant to support each new admission alongside a nurse, kept the medical team informed, and adjusted staffing as necessary. I encouraged the team, praised early good performance and remained visible. Result: We admitted both patients safely, care targets were met, the team felt supported and the ward manager received positive feedback from the senior nurse.”
Can you provide an example of how you delivered compassionate care to a patient with complex needs?
Answer: “I cared for a patient with dementia, mobility limitations and end-of-life needs. I took time to explain care steps, reassured them repeatedly, engaged the family in care decisions, coordinated with palliative specialist and physiotherapy, and adapted communication methods (using visuals, calm tone). The patient responded positively, their family were grateful for the sensitive approach and the patient’s comfort improved in final days.”
Describe a time you improved a process or introduced a change on your ward.
Answer: “I noticed that handover information was inconsistent across nurses, leading to gaps in care continuity. I proposed implementing a standardised handover checklist and ran a short training session for staff. I monitored its use for a month and feedback showed improved clarity, fewer missed tasks, and better shift transitions. The matron approved rolling it out across other wards.”
How do you manage situations when you have conflicting demands from multiple patients and staff?
Answer: “I prioritise patient safety first, then urgent tasks (e.g., medications, observations), then support staff and less urgent matters. I communicate clearly with the team about priorities and delegate appropriately. For example, when two patients required medication at the same time and a care assistant needed guidance, I asked a staff nurse to begin one medication while I handled the other, and assigned the care assistant to support both patients’ mobility. I kept the multidisciplinary team informed. This ensures safe, coordinated care even under pressure.”
Tell me about an instance when you had to support a junior nurse or student and how you did it.
Answer: “I was paired with a newly qualified nurse and noticed they seemed hesitant when managing complex observations. I invited them to sit with me during rounds, I explained thinking behind decisions, I asked them to lead a part of the assessment while I observed and debriefed afterwards. I gave constructive feedback, encouraged questions and praised improvements. Over time their confidence grew, the senior nurse highlighted their development and I felt proud contributing to their growth.”
How do you keep your clinical knowledge current and ensure your practice aligns with best standards?
Answer: “I attend mandatory training, subscribe to nursing journals, participate in ward audits and quality improvement forums. I recently completed a module on sepsis recognition and shared insights in a team meeting, suggesting new posters for our ward. I also use the nursing revalidation process to reflect on my practice, gather feedback and evaluate where I can improve. This ensures I meet current standards and deliver up-to-date patient care.”
Where do you see yourself in five years and how will this role at Mid Yorkshire Hospitals NHS Trust help you get there?
Answer: “In five years I hope to be in a senior nursing role (Band 6 or above) with leadership responsibility and involvement in service improvement. By joining Mid Yorkshire Hospitals NHS Trust, I will benefit from the development opportunities, mentorship, and the culture of improvement that the Trust supports. I will contribute to the team, build my experience, engage in training and then gradually move into leadership. I am committed to growing within this organisation.”
Is there anything else you would like us to know about you?
Answer: “Yes, I’d like to highlight that I have experience in using electronic patient records, I have a proven record of positive patient feedback and I am particularly interested in participating in quality improvement projects relating to patient flow and discharge management. I believe this aligns well with the Trust’s priorities.”
Do you have any questions for us?
Answer: “Yes, thank you. Could you please tell me how the nursing team at Mid Yorkshire supports continuous professional development, what mentorship arrangements are in place for new starters and how nurses are encouraged to engage in improvement projects? Also, how does the team measure success and nursing engagement within the ward?”
Do’s and Don’ts for the Registered Nurse interview
Do: Show your clinical skills with concrete examples, demonstrate leadership potential, highlight improvements you’ve made, use the STAR model, tie your answers to the Trust’s values and ambition, prepare thoughtful questions.
Don’t: Rely on vague answers, ignore non-clinical skills (communication, teamwork), fail to link your motivations to the Trust’s mission, speak in clichés like “I always go the extra mile” without evidence, forget to ask questions.
Importance of the role: This role carries senior responsibility within the midwifery service. The Senior Clinical Midwife or Team Lead oversees a team, supports service delivery, leads quality improvement, ensures governance and safe practice, mentors junior staff and liaises across the multidisciplinary team. It is a strategic role that helps shape patient experience and service performance.
Job description & salary guidance: A job advertisement for “Senior Clinical Midwife (Labour Ward Coordinator)” at MYHT listed Band 7 with salary £47,810 to £54,710. Mid Yorkshire Teaching NHS Trust Careers+1
Because the role is senior, interview preparation must focus not only on clinical and team leadership but also on service development, change management and strategic thinking.
Opening questions
Tell us about your midwifery background and why you are seeking the Senior Clinical Midwife/Team Lead role at Mid Yorkshire Hospitals NHS Trust.
Answer: “I’m a midwife with over eight years’ experience, three of which I spent as a senior midwife leading a small team in a busy tertiary hospital. I have led audit work, supported service improvement and mentored staff. I am attracted to Mid Yorkshire Hospitals NHS Trust because of its strong maternity service reputation, its commitment to improvement and its regional impact. In this role I’d like to lead a team, support safe and responsive maternity care, and contribute strategically to service development.”
What do you believe are the key challenges facing midwifery services today and how could you help address them?
Answer: “Key challenges include staffing pressures, increasing complexity of pregnancies, changing expectations of service users, maintaining safety standards, and improving patient experience whilst managing costs. I can contribute by designing efficient team rosters, promoting staff retention through mentorship, leading audit and guideline implementation, engaging women in service design, and collaborating with obstetrics, neonatal and community services to deliver integrated care. My track record shows that I’ve improved team morale, reduced escalations and supported service innovation.”
Competency questions (STAR model)
3. Describe a time when you led a quality improvement project in midwifery services.
Answer: Situation: “At my previous hospital we noted delays in transfers from labour ward to theatre for emergency caesarean, leading to impact on outcomes and patient experience.”
Task: “I led a team to review the transfer process, identify bottlenecks and implement changes to reduce delay.”
Action: “I convened a multidisciplinary group including obstetricians, theatre staff, anaesthetists and midwives, mapped the process, identified that communication handover was a key delay, introduced a dedicated midwife-led checklist and handover protocol, and trained staff. I also monitored time metrics monthly.”
Result: “Transfer times improved by 20 % within three months, patient feedback was positive and the service manager adopted the process trust-wide. I received acknowledgement from the maternity service director.”
Tell me about a time when you managed conflict or poor performance in your team and how you handled it.
Answer: “Situation: A midwife in my team was repeatedly late for shift handover, causing disruption to the team start. Task: I needed to address the performance issue, support the individual and maintain team morale. Action: I arranged a one-to-one meeting in a supportive context, discussed the expectations and impact of lateness, asked about any underlying issues, agreed a performance improvement plan with clear milestones and support (peer buddy, time-management tools), and scheduled follow-up reviews. I also communicated to the wider team that we were reinforcing standards to maintain patient safety. Result: The midwife improved attendance, the team felt the leader was fair but clear, and the ward handovers became smoother. I learnt that addressing issues early and with support prevents escalation.”
How do you ensure that your service remains patient-centred and responsive to diverse needs?
Answer: “I emphasise listening to service users, capturing feedback, and involving women and families in service design. I review metrics such as feedback scores, representation of minority groups and language support. I lead training in cultural competence for the team, and I ensure we personalise care plans. For example, at my previous role I developed a focus group with new mothers from under-represented communities, gathered feedback and worked with the team to adjust our antenatal education materials and appointment scheduling, leading to improved uptake and satisfaction.”
Describe how you manage risk and governance in a midwifery environment.
Answer: “I maintain an up-to-date knowledge of clinical guidelines, lead the implementation of protocols (for example for sepsis in maternity), ensure audit and incident review is done, lead team briefings about learning from incidents, ensure records and documentation are complete. For instance, after a moderate maternal sepsis incident I chaired the review, identified training gaps, implemented a simulation session for the team and monitored compliance over subsequent months, which reduced similar incidents.”
Tell me about a time you had to introduce a change in your service and how you managed staff engagement and implementation.
Answer: “Situation: The department required a new electronic maternity record system which staff were reluctant to adopt. Task: I needed to lead the midwifery team through the change and ensure smooth transition. Action: I organised stakeholder workshops, listened to concerns, identified ‘change champions’ among the midwives, developed step-by-step training, scheduled peer-support sessions, and communicated regularly about progress and benefits. I also monitored usage and feedback. Result: Adoption rate reached 95 % within two months, incidents reduced, staff reported they felt supported and the new system improved efficiency and data accuracy.”
How do you manage your own development and that of your team?
Answer: “I set annual personal development goals linked to Trust strategy and service priorities. For my team I hold quarterly development sessions, encourage staff to attend training, review competencies, and provide mentoring and preceptorship. I also promote reflective practice and encourage my team to engage in audit or research projects. I recently completed a leadership module which I then shared in a team workshop, improving our approach to coaching staff.”
Can you give an example of how you handled a highly emotional or traumatic situation in maternity care and how you supported the team and patients?
Answer: “Situation: A patient suffered a stillbirth late in labour. Task: As the senior midwife on call, I had to support the family, the midwifery team and ensure appropriate care and reflection. Action: I allocated a dedicated midwife to support the family, ensured privacy and dignity, coordinated with obstetrics and bereavement services, debriefed the midwife team the next day using structured debrief, offered counselling resources and led a reflective learning session. Result: The family expressed gratitude for empathetic care, the team felt supported and we introduced improved support protocols for similar cases. My leadership helped the service learn and improve.”
Where do you see the maternity service and your role evolving in the next three to five years at Mid Yorkshire Hospitals NHS Trust?
Answer: “I see increasing integration of community and hospital maternity care, more digital health support (remote monitoring, telehealth antenatal clinics), and a stronger focus on personalised care, equity and maternal mental health. In my role as Senior Clinical Midwife/Team Lead, I would lead service redesign, engage staff in innovation, monitor outcomes and ensure we deliver high-quality, inclusive maternity care. I will contribute to the Trust’s mission of improving services and being a leader in maternity care in the region.”
Is there anything else you would like to share?
Answer: “I’d like you to know that I recently led a ‘Midwifery Innovation Day’ where staff presented improvement ideas; I facilitated the event, secured budget for three pilot projects and one is now being evaluated trust-wide. I believe this shows my proactive leadership and commitment to service improvement.”
Any questions for us?
Answer: “Yes thank you. Could you please explain how the Mid Yorkshire Hospitals NHS Trust supports maternity staff to engage in research or service improvement projects? Also, how does the Trust monitor diversity and equity in maternity outcomes and what plans are in place for community outreach? Finally, could you outline the support systems for new team leads joining the service?”
Do’s and Don’ts for the Senior Clinical Midwife/Team Lead interview
Do: Demonstrate leadership, strategic thinking, service improvement experience, awareness of regional challenges, and alignment with the Trust’s values and objectives. Use concrete examples, use the STAR model, show you can manage change and staff development.
Don’t: Focus only on your clinical skills without addressing leadership responsibilities, ignore the broader service context, speak only in generalities, downplay staff engagement or fail to show you can deliver improvements. Don’t forget to ask high-level questions about the service and strategy.
Congratulations on making it to interview stage—this is a significant achievement and you should feel proud. Here are key tips to maximise your chances of success:
Research the organisation: Know the Mid Yorkshire Hospitals NHS Trust mission, values, recent achievements and challenges. Make sure your answers reflect alignment with those.
Use the STAR model for competency questions: Situation, Task, Action, Result. This gives structure and clarity to your responses.
Be specific and personalised: Avoid vague statements like “I always put patients first”. Instead say “In this situation I did X, leading to Y result”.
Match your answers to the role: Understand the job description and essential criteria for the role. For example, support worker roles emphasise empathy and team support; senior roles emphasise leadership and improvement.
Highlight your values: The NHS and Mid Yorkshire Hospitals NHS Trust value respect, improving, caring and high standards. Use language and examples that reflect these.
Ask smart questions: At the end of the interview you will be asked “Do you have any questions?” Having thoughtful questions shows interest, engagement and preparation.
Mind your non-verbal communication: Arrive early, dress appropriately, make eye contact, listen attentively, speak clearly, show confidence but not arrogance.
Don’t speak negatively about past employers or experiences. Frame things positively (what you learnt, how you improved).
Prepare for practicalities: Know the location, allow time for travel, have necessary documentation ready, ensure you know the interview format (panel size, virtual or face-to-face).
Reflect on your own development: Be ready to talk about what you learnt from mistakes or feedback and how you improved. That shows maturity and growth mindset.
Stay calm and focussed: Interview nerves are natural. Take a deep breath, pause if you need a moment to think, answer clearly and stay yourself.
I hope this comprehensive preparation helps you feel confident, informed and ready. You have the experience, the motivation and, now, the structure to present yourself in the best light. If you’d like one-to-one interview coaching tailored specifically to your role at Mid Yorkshire Hospitals NHS Trust, I would be delighted to book an appointment with you. You’ve got this—go into your interview with optimism and professionalism, and show the panel why you are the ideal candidate.
