Personal Assistant & Executive Assistant Interview Questions & Answers

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Last updated 24 October 2026 · Created by a practising NHS doctor · Independent of the NHS

Quick answer

What questions are asked in an NHS Personal Assistant & Executive Assistant interview?

NHS Personal Assistant & Executive Assistant interviews usually mix values-based questions with scenarios specific to the role. Typical themes include motivation, diary management, board papers, board governance, minute taking and confidentiality. Every interview panel writes its own questions, so practise the themes rather than memorising answers. The 8 free questions on this page cover a spread of them.

 

At a glance

• Role: Personal Assistant & Executive Assistant (NHS Administrative)

• Questions: 40 original practice questions, each with a full model answer

• Free to read: the first 8 questions and answers on this page

• Full bank: £4.99, 12 months of access, no subscription

• Independent: not affiliated with or endorsed by the NHS

 

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These are original practice questions written to reflect how NHS interviews are run. They are not leaked or official questions, and Healthcare Interview Prep is independent of the NHS.

 

 

Free NHS interview questions and model answers

 

 

Question 1: Why do you want to be the executive assistant to this director, and why have you chosen our Trust?

Motivation question  ·  Motivation

 

What the interview panel is assessing

The panel wants a genuine reason for choosing executive support work in the NHS, and evidence that you understand what this director's portfolio involves. They are also checking whether you see the role as a partnership that keeps a senior leader effective, rather than as general typing and filing, and whether you are likely to stay.

 

Model answer

I think the moment I knew this was the work for me was in my current job as a team administrator in an outpatient service. Our service manager was pulled into a quality review at short notice, and I ended up rebuilding her whole week in about an hour: moving two one to ones, finding a slot for the review panel and pulling together the waiting list figures she needed. She came back and said the meeting had gone well because she walked in prepared. I realised I enjoy being the person who makes sure a leader has the right information at the right time, and that it has a real effect on decisions about patients.

Since then I have taken on more of that work. I minute our monthly governance meeting, I manage the service manager's diary and I keep the action log for our improvement project. I've also completed a minute taking course and I'm working through an advanced Excel module, because I know executive work involves a lot of trackers and reports.

As for this post, I read the job description carefully and looked at the Trust's annual report and the last few public board papers. Your director leads on operations and performance, so I know the diary will be shaped by urgent and emergency care pressures, the elective recovery programme and a lot of system meetings with the integrated care board. That pace appeals to me. I also noticed the Trust's focus on reducing waiting times in community services, which links to the work I've been doing.

I'll be honest, I know there will be a lot to learn about board level governance, and I would value getting to know the corporate governance team early. But I'm organised, I'm calm when plans change, and I am very discreet. I'd like to build a long term working relationship with one director where I can anticipate what they need before they ask.

 

Why this answer works

This answer starts with a concrete moment that shows the candidate already does the core of the job, then links it to development they have chosen. It shows research into the director's portfolio and the Trust's published papers, and it is realistic about the learning curve. Replace the outpatient example with a real moment from your own admin or PA experience.

 

Key points to include

• A specific example that shows why executive support suits you
• Evidence you understand the director's portfolio and current pressures
• Research into the Trust, such as public board papers or the annual report
• Skills you have already built: diary, minutes, trackers
• Realistic awareness of what you still need to learn

 

Common mistakes to avoid

• Saying you are "a people person who loves organising" with no example
• Giving an answer that could apply to any employer, NHS or not
• Focusing on career progression for yourself rather than what you would bring
• Showing no knowledge of what the director actually leads on

 

NHS values and standards

Working together for patients; Commitment to quality of care; Improving lives.

 

Further reading

• NHS Constitution for England
• NHS People Promise
• The Code of Governance for NHS Provider Trusts (NHS England)

 

 

Question 2: Your director has been double booked: the Chief Executive's office has just called an urgent meeting at the same time as a long planned meeting with an external partner. What would you do?

Scenario question  ·  Diary management

 

What the interview panel is assessing

The panel is assessing how you prioritise under pressure, whether you understand organisational hierarchy and urgency without being ruled by it, and how you protect relationships when you have to move something. They want to see that you gather facts, involve your director in genuine choices, and communicate professionally with everyone affected.

 

Model answer

The first thing I would do is find out more about the urgent meeting before moving anything. I'd ask the Chief Executive's PA what it's about, how long it is likely to last, whether my director's attendance is essential or whether a deputy could go, and whether there's any flexibility on the time. Often an urgent meeting called at short notice can move by half an hour, and that alone might solve it.

Then I'd look at the external meeting. I'd check who it's with, how long it has been in the diary, whether people are travelling, and whether it's linked to anything time critical like a contract decision or a funding deadline. If partners are already on a train, moving it at the last minute damages the relationship and the Trust's reputation.

With those facts, I'd go to my director quickly, by Teams message or a quick knock if they're in the office, and give them a clear choice rather than a problem. For example: "The CEO has called an urgent meeting on the winter escalation plan at 2pm. Your 2pm with the council is a long standing meeting and two people are travelling. Options are that your deputy attends the CEO meeting with a briefing from you, I ask whether the CEO meeting can start at 3, or I rearrange the council meeting for Thursday." In most cases an executive will choose to attend the CEO meeting, but it is their call, not mine.

Once a decision is made, I act quickly and courteously. If the external meeting moves, I phone the partner's office rather than just sending a new invite, apologise, explain that an urgent internal matter has come up without giving confidential detail, and offer two or three alternative times. Then I update the diary, any room bookings and the papers.

Afterwards I'd reflect on whether there's a pattern. In my last role I started holding a protected thirty minute buffer on board weeks, which meant short notice requests could usually fit without moving external commitments.

 

Why this answer works

This works because the candidate gathers information before reacting, presents the director with options rather than making a senior call alone, and repairs the external relationship personally. The closing reflection shows learning to prevent repeat clashes. Swap in your own example of a diary clash and how you resolved it.

 

Key points to include

• Clarify the purpose, length and flexibility of both meetings
• Consider whether a deputy could attend
• Give the director clear options, not just the problem
• Contact external partners personally and courteously
• Update rooms, papers and invites once decided
• Look for patterns and build in buffers

 

Common mistakes to avoid

• Automatically cancelling the external meeting because the CEO outranks them
• Deciding alone without involving the director
• Sending a cold calendar update with no explanation
• Sharing the confidential reason for the urgent meeting with the partner

 

NHS values and standards

Working together for patients; Respect and dignity; Commitment to quality of care.

 

Further reading

• NHS Constitution for England
• NHS Leadership Academy Healthcare Leadership Model

 

 

Question 3: A colleague you get on well with asks you what was said about their department in a confidential executive meeting you minuted. How would you respond?

Values question  ·  Confidentiality

 

What the interview panel is assessing

The panel is testing your integrity and your understanding that confidentiality in an executive office is absolute, even with friends. They want to see you decline clearly but kindly, avoid hinting, protect the relationship where you can, and recognise when a request might need to be mentioned to your director.

 

Model answer

I'd be polite but very clear that I can't share anything. I'd probably say something like: "I know it's worrying not knowing, but anything discussed in that meeting is confidential, and I wouldn't be able to tell you even if I wanted to. If there are decisions that affect your team, they'll come through your line manager." I'd say it in a friendly tone, because usually people ask out of anxiety rather than nosiness, especially if there are rumours about restructures or budget pressures.

What I would be careful not to do is hint. It's easy to say "I can't tell you, but I wouldn't worry" or to pull a face, and that's still a disclosure. People read a great deal into small things, and if I gave a reassuring signal and then a difficult decision was announced, I'd have misled them as well as breaching confidence. So I keep my answer the same whether the news is good or bad.

I'd also make sure my practice backs that up. Draft minutes from closed meetings stay in a restricted folder, I don't print them on a shared printer without collecting them straight away, and I lock my screen whenever I step away. In a previous role a colleague used to stand by my desk to chat, and I moved my monitor and used a privacy filter so I wasn't putting either of us in an awkward position.

If the same person kept pushing, or if I thought the information had got out from somewhere else, I'd let my director know in a neutral way. That isn't about getting anyone into trouble; it's because the director may need to communicate with that department sooner to reduce anxiety. I think staff deserve honest information, but through the proper channel and at the right time.

Our friendship should survive that. In my experience people respect you more when they can see you'd keep their confidences the same way.

 

Why this answer works

This answer shows a firm boundary delivered with compassion, and recognises that hinting is still a breach. It backs words with practical habits such as restricted folders and screen locking, and knows when to inform the director. Use a real example of when you protected confidential information under social pressure.

 

Key points to include

• Decline clearly and kindly, without hinting either way
• Signpost to the proper channel, such as the line manager
• Practical safeguards: restricted folders, screen locking, printing
• Tell your director if pressure continues or information has got out
• Recognise the anxiety behind the question

 

Common mistakes to avoid

• Sharing "just a little" to reassure a friend
• Giving a knowing look or saying "don't worry"
• Reporting the colleague in a punitive way for asking
• Treating confidentiality as flexible for people you trust

 

NHS values and standards

Respect and dignity; Working together for patients; Everyone counts. Seven Principles of Public Life: Integrity.

 

Further reading

• NHS Constitution for England
• The Seven Principles of Public Life (Committee on Standards in Public Life)
• UK GDPR and the Data Protection Act 2018

 

 

Question 4: Can you tell us about a time you had to communicate a difficult message to a senior stakeholder on behalf of your manager?

Competency question  ·  Communication

 

What the interview panel is assessing

The panel wants to see that you can represent your director with confidence and tact, adapt your tone for very senior people, and stay accurate without overstepping your authority. They are looking for a structured example with a clear outcome and evidence that you protected the relationship.

 

Model answer

In my current role I support a deputy director of nursing. A few months ago she was due to present a paper at the integrated care board's quality committee, chaired by a senior partner from another organisation. The morning of the meeting, she was called to a serious incident on one of our wards and couldn't attend, and the paper itself still had one section awaiting validated data.

My task was to let the committee chair know, keep the item on the agenda if possible, and do it in a way that didn't make our Trust look disorganised. I spoke briefly with my director first to agree exactly what I could say. She asked me to offer her deputy as presenter and to be honest that one table would follow.

I phoned the chair's office rather than emailing, because I wanted to explain directly and answer questions. I said: "I'm calling on behalf of the deputy director of nursing. She's been called to an urgent clinical matter and can't attend this morning. She's asked whether the head of quality could present on her behalf. The paper is complete except for table three, where the data is being validated; we'll circulate that by Friday." I kept it factual, didn't share details of the incident, and apologised for the short notice.

The chair's PA checked with the chair, who agreed. I then followed up in writing within ten minutes so everyone had the same account, briefed the head of quality with the paper, the previous minutes and the questions raised last time, and added the Friday deadline to my tracker. I chased the data team on Thursday and the table went out on time.

Afterwards the chair's office thanked us for the early call. What I learned was the value of agreeing the message with my director first, using the phone for anything sensitive, and always confirming in writing. I've used that approach several times since.

 

Why this answer works

This answer follows the STAR shape and shows good judgement: agreeing the message before speaking, choosing the phone for sensitive news, protecting confidential information and confirming in writing. The candidate also closes the loop on the outstanding data. Swap in your own example of representing a manager to a senior or external stakeholder.

 

Key points to include

• Agree the message and your authority with your director first
• Choose the right channel for sensitive news
• Be factual, brief and apologetic without oversharing
• Confirm in writing so there is one shared account
• Follow through on any commitment made
• Reflect on what you would repeat

 

Common mistakes to avoid

• Choosing an example that is really about an angry caller rather than a senior stakeholder
• Speaking for the director beyond what was agreed
• Over-explaining confidential reasons for the change
• No clear outcome or learning

 

NHS values and standards

Working together for patients; Respect and dignity; Commitment to quality of care.

 

Further reading

• NHS Constitution for England
• NHS Leadership Academy Healthcare Leadership Model
• NHS England SBAR communication tool

Found these useful? The other 32 questions cover the rest of the role, each with a full model answer. Unlock all 40 for £4.99.

 

 

Question 5: The board papers are due to go out tomorrow and one executive director's paper has still not arrived. How would you handle this?

Scenario question  ·  Board papers

 

What the interview panel is assessing

The panel is assessing your understanding of board governance timelines, your ability to chase senior colleagues assertively but respectfully, and whether you know when to escalate. They want to hear that you protect the integrity and deadline of the pack, and that you understand why late papers matter to board members.

 

Model answer

I'd start by recognising why the deadline matters. Board members, especially non-executive directors, need time to read and scrutinise papers properly, and for a board meeting held in public the papers also need to be published on the website in advance. A paper arriving the night before undermines that scrutiny, so I'd treat it seriously rather than just quietly waiting.

My first step would be to contact the executive director's PA directly, by phone rather than email, to find out what's happening. Is the paper nearly finished and waiting for sign off, is there a data problem, or has it been forgotten? Often the PA knows exactly where it is, and agreeing a time, like midday, solves it. I'd also check whether a cover sheet or summary exists that could go in on time.

If there was no clear answer by mid morning, I'd let my director and the company secretary or head of corporate governance know, because they own the board timetable and the decision about what happens next. I'd give them options: delay the pack by a few hours, send the pack on time with that paper to follow as a supplementary, or move the item to the next meeting. I wouldn't make that call myself, because deferring an item can have consequences, for example if it needs a board decision before a deadline.

While waiting I'd finish everything else so there's no further delay: the agenda, the index, page numbering, the previous minutes and the action log, and I'd load them into the board portal in draft. That way, the moment the paper arrives I only need to check it uses the right template, has the cover sheet completed, and the purpose is clear, then publish.

Afterwards I'd note it in our lessons log. In my last role we introduced a reminder schedule at three weeks, two weeks and one week before the deadline, with a draft due a week early, and late papers dropped noticeably.

 

Why this answer works

This answer shows the candidate understands the governance reason behind paper deadlines, chases through the right route, escalates to the people who own the timetable, and keeps the rest of the pack moving. The prevention step adds maturity. Replace the reminder schedule with your own experience of managing papers or packs.

 

Key points to include

• Understand why deadlines matter for scrutiny and publication
• Chase the author's office directly and early
• Escalate to the director and corporate governance lead with options
• Do not decide alone to defer an item
• Prepare the rest of the pack so there is no further delay
• Put prevention in place, such as a reminder schedule

 

Common mistakes to avoid

• Sending the pack incomplete with no explanation
• Waiting silently and missing the deadline for everyone
• Chasing the executive director in a way that sounds accusatory
• Not knowing the role of the company secretary or governance team

 

NHS values and standards

Commitment to quality of care; Working together for patients; Everyone counts.

 

Further reading

• The Code of Governance for NHS Provider Trusts (NHS England)
• CQC Well-led framework
• Chartered Governance Institute UK & Ireland guidance on minute taking

 

 

Question 6: After a board committee meeting, your director asks you to remove a comment from the draft minutes that a non-executive member made criticising their report. What would you do?

Scenario question  ·  Raising concerns

 

What the interview panel is assessing

The panel is testing your integrity and understanding of what minutes are for. They want to see that you can challenge a senior person respectfully, distinguish legitimate editing from misrepresentation, know who to involve, and understand the Freedom to Speak Up route if serious concerns are not resolved.

 

Model answer

I'd want to understand the request first, because there are legitimate reasons to edit draft minutes. Minutes aren't a transcript, and sometimes a comment is recorded too bluntly or out of context. So I'd ask my director what concerns them about it. If they feel I've worded it unfairly, I'd look at my notes and see whether there's a more accurate, neutral way to capture the point, for example "the committee sought further assurance on the data quality in section two" rather than a word for word remark.

But if the request is to remove the substance of a challenge entirely, I'd explain politely that I don't think I can do that. I'd say something like: "The minutes need to show that the committee scrutinised the report, and that point was part of that. If it's removed, the record won't reflect what happened, and it's the chair who approves the minutes." Committee minutes are an important record of assurance, and auditors, regulators and the CQC look at them for evidence of challenge.

I'd also remind them that the proper process is for draft minutes to go to the committee chair for review, and then the committee approves them at the next meeting. If my director disagrees with how something is recorded, they can raise it at that point, and any amendment is then agreed openly. That gives them a legitimate route.

If I was still being pressed to alter the record, I'd seek advice from the company secretary or head of corporate governance, who has responsibility for the integrity of board and committee papers. If I felt there was a wider issue, or I was treated unfairly for raising it, I would speak to the Freedom to Speak Up Guardian.

I think most directors accept this once it's explained calmly. It actually protects them too, because altered minutes coming to light later would be far more damaging than an honest record of a tough question.

 

Why this answer works

This answer separates fair editing from misrepresenting the record, challenges respectfully, explains why accurate minutes matter for assurance, and points to the legitimate approval process. It also knows the escalation route if pressure continues. Use your own example of holding a professional line with a senior colleague, if you have one.

 

Key points to include

• Clarify the request before refusing
• Minutes summarise, but must reflect challenge and decisions accurately
• The chair reviews drafts and the committee approves them
• Seek advice from the company secretary if pressed
• Know the Freedom to Speak Up route

 

Common mistakes to avoid

• Simply doing what the director asks to keep the peace
• Refusing aggressively without exploring the reason
• Not knowing who approves minutes
• Threatening to report the director at the first conversation

 

NHS values and standards

Commitment to quality of care; Working together for patients; Everyone counts. Seven Principles of Public Life: Integrity; Honesty.

 

Further reading

• Freedom to Speak Up: National Guardian's Office guidance
• The Seven Principles of Public Life (Committee on Standards in Public Life)
• The Code of Governance for NHS Provider Trusts (NHS England)

 

 

Question 7: You are minuting a meeting where the discussion becomes heated, people talk over each other and it ends without a clear decision. How would you produce accurate minutes?

Scenario question  ·  Minute taking

 

What the interview panel is assessing

The panel is assessing your minute taking technique, your ability to stay neutral and calm, and your confidence to clarify with the chair. They want to see that you know what good minutes contain, can summarise without bias, and will not invent a decision that was never made.

 

Model answer

Preparation helps a lot. Before any meeting I minute, I read the papers, set up a template with the agenda items, and note the purpose of each paper, whether it's for decision, assurance or information. That way, even in a chaotic discussion I know what the meeting was meant to achieve on each item.

During a heated discussion, I don't try to capture everything. I focus on the key points made, the main concerns and who's taking actions. I use initials in my notes and a mark in the margin where I'm unclear. If the conversation is going round in circles and the item is ending without a decision, I'd ask the chair, quietly or through a short note, "Could I confirm the outcome for the minutes?" Most chairs welcome that because it forces a summary. I've done this in our governance meetings and it often brings the item to a proper close.

Writing up, I aim for neutral language. Instead of "there was an argument about staffing", I'd write "members expressed differing views on the staffing model; concerns were raised about the impact on out of hours cover." I don't attribute emotional remarks, and I avoid adjectives. If there genuinely was no decision, I record that honestly, such as "no decision was reached; the item will return to the next meeting with further options", and log it as an action with an owner.

I'd write the draft within forty eight hours, while it's fresh, and send it to the chair first for review. If there's an action I'm unsure of, I check with the person named before circulating, rather than guessing.

One thing I learned early on was not to try to tidy up disagreement too much. A committee minute that shows healthy challenge is valuable. What matters is that it's accurate, balanced and clear about what happens next. After a really difficult meeting, I'll also check in with the chair about whether anything needs a confidential note instead.

 

Why this answer works

The answer shows practical technique before, during and after the meeting, including asking the chair for clarity, neutral wording and honest recording of no decision. It shows understanding that minutes capture challenge and actions, not a transcript. Replace the governance meeting example with a meeting you have actually minuted, and mention the template you use.

 

Key points to include

• Prepare: read papers, template, purpose of each item
• Capture key points, decisions and actions, not a transcript
• Ask the chair to confirm outcomes when unclear
• Use neutral, unattributed language for heated points
• Record honestly when no decision was reached
• Draft promptly and send to the chair first

 

Common mistakes to avoid

• Trying to write everything verbatim
• Inventing a decision to make the minutes look tidy
• Using emotive or judgemental language
• Waiting a week to write up from memory

 

NHS values and standards

Commitment to quality of care; Respect and dignity; Working together for patients.

 

Further reading

• Chartered Governance Institute UK & Ireland guidance on minute taking
• Records Management Code of Practice (NHS England)
• The Code of Governance for NHS Provider Trusts (NHS England)

 

 

Question 8: A distressed member of the public arrives at the executive office demanding to see the Medical Director immediately about their relative's care. The director is in a meeting. What would you do?

Scenario question  ·  Gatekeeping

 

What the interview panel is assessing

The panel is assessing your compassion, de-escalation skills and judgement about when to interrupt a director. They want to see that you keep yourself and others safe, take the concern seriously, signpost to PALS or complaints correctly, and check whether there is an urgent patient safety issue that needs immediate action.

 

Model answer

My first priority would be the person in front of me. I'd introduce myself, use their name, and invite them to sit down somewhere private, like the small meeting room next to the office, rather than talking in the corridor. Someone in that state usually needs to feel heard before anything else. I'd say: "I can see you're really worried. The Medical Director is in a meeting at the moment, but I want to help. Can you tell me what's happened?"

While listening I'd be checking for anything urgent. If they told me their relative is on a ward now and they believe they're being harmed or are deteriorating, that's a patient safety matter and can't wait. I'd ring the ward or the site manager straight away, and I would interrupt the director if needed, with a short note rather than walking in. Gatekeeping is about protecting the director's time, but never at the expense of patient safety.

If it's about past care or a general concern, I'd explain the options honestly. I'd offer to contact the Patient Advice and Liaison Service, ideally walking them over or calling someone to come up, and explain the complaints process. I'd take their details and a brief summary, and promise that the Medical Director's office would be made aware. I wouldn't promise a meeting with the director I can't guarantee.

I'd also stay alert to safety. If the person became aggressive, I'd keep a clear exit, not stay alone with them, and call security according to Trust policy. But in my experience calm, slow speech and taking notes in front of someone usually lowers the temperature.

Afterwards I'd brief the director when they came out, with the summary, what I'd done and who I'd contacted, and log it as the Trust requires. If it raised a patient safety concern I'd make sure it was reported properly. Then I'd follow up to check PALS had made contact, because people lose trust quickly if they hear nothing.

 

Why this answer works

This answer balances compassion with judgement, checks for urgent risk before anything else, uses the proper routes such as PALS and the site manager, and is clear about when to interrupt. It also covers personal safety and follow up. Replace the details with an example of a distressed caller or visitor you have supported.

 

Key points to include

• Move to a private space and listen first
• Check for any urgent patient safety concern
• Interrupt the director or contact the site team if risk is immediate
• Signpost to PALS and the complaints process
• Do not promise what you cannot deliver
• Keep yourself safe and follow up

 

Common mistakes to avoid

• Telling the person to make an appointment and leaving it there
• Interrupting the director for every visitor without assessing urgency
• Promising a meeting or outcome
• Ignoring personal safety and lone working

 

NHS values and standards

Compassion; Respect and dignity; Everyone counts; Working together for patients.

 

Further reading

• NHS Constitution for England
• NHS complaints guidance: The Local Authority Social Services and NHS Complaints (England) Regulations 2009
• Violence Prevention and Reduction Standard (NHS England)

 

 

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You have seen how the model answers work. Unlock the full Personal Assistant & Executive Assistant bank to practise every theme the panel might ask about, with the mistakes to avoid spelled out for each one.

 

 

 

About this NHS interview question bank

To prepare for an NHS personal assistant or executive assistant interview, practise talking through the real situations of an executive office out loud: a double booked diary, late board papers, minuting a heated committee, a distressed visitor asking for the director, a misdirected confidential email and a journalist on the phone. Panels for Band 4 to Band 6 posts will also explore discretion, information governance, gatekeeping, stakeholder communication and how you prioritise for more than one leader, so prepare honest examples that show calm judgement, accuracy and integrity under pressure.

This bank is for administrators, secretaries and PAs applying for Band 4 to Band 6 personal assistant and executive assistant posts supporting directors, executives and senior clinicians in the NHS. It contains 40 original practice questions, and each one includes a first-person model answer, what the panel is assessing, key points to cover, common mistakes, the NHS values it reflects and further reading. Themes include diary management, board papers and governance, minute taking, confidentiality and discretion, information governance, gatekeeping, stakeholder communication, prioritisation, probity, raising concerns, equality and inclusion, emergency preparedness, teamwork, supervising junior staff, appraisal and wellbeing.

 

What this question bank covers

• Motivation
• Diary management
• Board papers
• Board governance
• Minute taking
• Confidentiality
• Information governance
• Gatekeeping
• Stakeholder communication
• Prioritisation
• Correspondence
• Probity
• Raising concerns
• Equality and inclusion
• Patient safety
• Emergency preparedness
• Teamwork
• Professional development

 

 

Personal Assistant & Executive Assistant NHS interview: frequently asked questions

 

What questions are asked in an NHS Personal Assistant & Executive Assistant interview?

NHS Personal Assistant & Executive Assistant interviews usually mix values-based questions with scenarios specific to the role. Typical themes include motivation, diary management, board papers, board governance, minute taking and confidentiality. Every interview panel writes its own questions, so practise the themes rather than memorising answers. The 8 free questions on this page cover a spread of them.

 

What band is an NHS Personal Assistant & Executive Assistant job?

The questions on this page are pitched mainly at Band 4 to Band 6 posts. The band for any job depends on the trust and the responsibilities of the post, so always check the advert and job description. Higher bands bring more questions on leadership, supervising others and improving the service.

 

How should I prepare for an NHS Personal Assistant & Executive Assistant interview?

Read the job description and person specification closely, then prepare five or six real examples you can tell using the STAR method (situation, task, action, result). Revise UK GDPR, the Caldicott Principles, accurate record keeping, patient access policies and handling difficult conversations. Research the trust's own values and the service you would join, and practise your answers out loud before the day.

 

Which NHS values and standards should I mention in a Personal Assistant & Executive Assistant interview?

Link your examples to the NHS values from the NHS Constitution, such as compassion, respect and dignity, and working together for patients. For this role, panels will also expect you to understand UK GDPR, the Caldicott Principles, accurate record keeping, patient access policies and handling difficult conversations. Show these through what you actually did rather than reciting lists.

 

Are these real NHS Personal Assistant & Executive Assistant interview questions?

No. They are original practice questions written to reflect how NHS Personal Assistant & Executive Assistant interviews are typically run. Healthcare Interview Prep is independent and not affiliated with the NHS, and nobody can promise which questions you will be asked. Use the model answers to learn structure and content, then build answers from your own experience.

 

What do I get if I unlock the full Personal Assistant & Executive Assistant question bank?

You get all 40 Personal Assistant & Executive Assistant practice questions. Each one has what the panel is assessing, a model answer, why the answer works, key points to include, common mistakes and the NHS values it links to. It is a one-off payment of £4.99 for 12 months' access, with no subscription.

Read the full NHS Administrative interview guide →