How to use
How to Use This List
- Pick three questions per category and write your own answer outline for each.
- For the competency questions, attach a real example and shape it with STAR.
- Practise out loud and time yourself: about two minutes per answer is a good length to aim for.
- Then answer the follow-up questions, because the panel will ask them.
- For the technical questions, explain the principle first, then what it means in the aircraft.
01 · 8 questions
Motivation
Why this job, why this airline and why now. The panel checks that your motivation is specific and will last.
01Why do you want to become an airline pilot?
How to approach itGive a reason rooted in something you have actually done, such as a trial lesson, a job or a project, then link it to the daily reality of the job: shift work, standard procedures and working as a crew. The panel listens for a motivation that will carry you through training and your first years as a first officer.
STAR hintPick one moment that made the choice concrete. Keep the Situation short and use the Action to show what you did next to test your choice.
Follow-up questions
- What have you done to find out what the job is really like?
- What would you do if you were not selected this time?
MotivationSelf-awareness
02Why do you want to fly for this airline and not another one?
How to approach itShow specific knowledge of the airline: its network, fleet, bases and the route into its flight deck. Connect two or three of those facts to what you want from your career. General praise for the brand does not answer the question.
Follow-up questions
- Which of our bases would you choose, and why?
- What do you know about our training route for new first officers?
MotivationKnowledge
Read the Background03Walk us through your route so far. What would you do differently?
How to approach itA short, clear timeline from school to today, with ownership of every choice. Name one thing you would change and show what you have done with that lesson since.
STAR hintTreat the second half as a mini STAR: the situation, the choice you made, what you did afterwards and the result.
Follow-up questions
- Which choice are you most proud of?
- Who influenced your route the most?
Self-awareness
04What do you know about our selection and training programme?
How to approach itKnow the published stages, where training takes place, how long it lasts and how it is funded. Show that you have planned for it, not only read about it. Our airline guides list the stages each airline confirms.
Follow-up questions
- How will you fund or plan for the training period?
- Which stage of our selection do you expect to find hardest?
KnowledgeMotivation
Read the Background05Where do you see yourself in ten years?
How to approach itRealistic steps: first officer, senior first officer and the route to command, plus what you want to add along the way, such as training others or a safety role. Commitment to the company counts for more than a fixed date for your command.
Follow-up questions
- What would make you stay with one airline for your whole career?
- What do you think a good captain does differently?
Motivation
Read the Background06What do you think will be the hardest part of the job, and how will you deal with it?
How to approach itName a real demand, such as early starts, time away from home or regular simulator checks, and show how you already handle something similar. A specific answer shows you have thought about the job beyond the flying.
STAR hintBack it up with one example of handling sustained pressure or irregular hours.
Follow-up questions
- How does your family feel about the roster?
- How do you recover after a demanding week?
Self-awarenessMotivation
Read the Background07What have you done to prepare for this career so far?
How to approach itConcrete steps: your medical, flying experience, study, research into the role and conversations with pilots. A few steps you can explain well work better than a long list.
STAR hintChoose the step that cost you the most effort and tell it as a short STAR.
Follow-up questions
- What did you learn from the pilots you spoke to?
- What surprised you most when you looked into the role?
MotivationSelf-awareness
08Why should we select you over the other candidates?
How to approach itTwo or three strengths that match the competencies, each backed by a short example. Stay factual and calm: the panel listens for self-knowledge, not salesmanship.
STAR hintHave one STAR example ready for every strength you name, so a follow-up never catches you without evidence.
Follow-up questions
- What is one weakness you are working on?
- How would your last manager or instructor describe you?
Self-awarenessCommunication
02 · 8 questions
Teamwork and CRM
How you work with others: briefing, speaking up, handling disagreement and building a shared plan.
09Tell us about a time you disagreed with a colleague or instructor. What did you do?
How to approach itYou raised the concern with facts, listened to the other view and agreed a way forward. The panel looks for respect for the other person and a clear outcome, with no blame.
STAR hintSpend most of the answer on the Action: what you said, how you said it and how you checked you had been understood.
Follow-up questions
- What would you have done if they had not changed their mind?
- How did the working relationship look afterwards?
CommunicationLeadership and teamwork
10Describe a situation where you had to rely on someone else to succeed.
How to approach itShow how you built a shared picture: a briefing, agreed roles, cross-checking and how you checked the other person understood the plan.
STAR hintMake the Task about the shared goal and the Result about what the team achieved together.
Follow-up questions
- How did you know they had understood?
- What would you have done if they had let you down?
Leadership and teamworkCommunication
11Give an example of when you spoke up about something that did not look right.
How to approach itAssertiveness at the right level: a clear statement of what you saw, why it mattered and what you proposed, followed by a check that it was dealt with.
STAR hintBe precise in the Action: quote the words you used to raise it.
Follow-up questions
- What made you hesitate, if anything?
- What would you do if nobody had listened?
CommunicationSituation awareness
12Tell us about a time you worked with someone you found difficult.
How to approach itFocus on behaviour, not personality. Show how you adapted your communication to get the task done and kept the relationship workable.
STAR hintKeep the Situation neutral and describe the other person fairly; the panel notices blame.
Follow-up questions
- What did you learn about your own style?
- Would you work with them again?
Leadership and teamworkCommunication
13Describe a time you received critical feedback. How did you respond?
How to approach itYou listened, asked questions to understand and changed something you can name. The panel looks for openness rather than defensiveness.
STAR hintUse the Result to show the change and how you know it worked.
Follow-up questions
- Was the feedback fair?
- What feedback do you still find hard to act on?
Self-awarenessCommunication
14How do you make sure a team shares the same plan?
How to approach itBriefing, clear roles, checking understanding and updating everyone when something changes. Link it to how a crew works together on the flight deck.
STAR hintIllustrate it with one situation where a good brief, or a missing one, made the difference.
Follow-up questions
- What do you do when the plan changes halfway?
- How do you brief someone who is more experienced than you?
Leadership and teamworkCommunicationSituation awareness
Read the Background15Tell us about a time a team you were part of did not perform well. What was your role?
How to approach itAn honest analysis of what went wrong, your own share in it and what you did to improve the next attempt.
STAR hintOwn the Action: say "I" where you mean yourself and "we" only for the team.
Follow-up questions
- What would you do differently as the leader of that team?
- How did the team react to your input?
Leadership and teamworkSelf-awareness
16A colleague makes a small mistake that nobody else has noticed. What do you do?
How to approach itRaise it with them directly, in a way that keeps the focus on safety and the task. If it affects safety or procedures, use the company reporting route as well.
STAR hintIf you have a real example, tell it as a STAR. If not, walk the panel through the steps you would take, in order.
Follow-up questions
- What if the colleague is the captain?
- What if they ask you not to report it?
CommunicationApplication of procedures
03 · 8 questions
Decision making
How you decide with limited time or information, and how you review a decision afterwards.
17Tell us about a decision you made with incomplete information.
How to approach itA structured approach: gather what you can, generate options, decide, then review. Name the risks you weighed and how you kept the decision open to new information.
STAR hintIn the Action, show the options you considered, not only the one you chose.
Follow-up questions
- What information would you have liked to have?
- How did you review the decision afterwards?
Problem solving and decision making
18When did you change your plan halfway through? What triggered it?
How to approach itYou noticed the change early, re-assessed and told everyone involved about the new plan.
STAR hintMake the trigger explicit in the Situation, so the panel sees what you noticed and when.
Follow-up questions
- Did anyone disagree with the change?
- What did it cost to change the plan?
Situation awarenessProblem solving and decision making
19Describe a decision you made that turned out to be wrong.
How to approach itOwn it, explain your reasoning at the time and show what you have changed in the way you decide.
STAR hintGive the Result honestly, then add what you learned and where you have used it since.
Follow-up questions
- Looking back, what was the warning sign?
- How did you put it right?
Self-awarenessProblem solving and decision making
20Tell us about a time you had to choose between two good options.
How to approach itShow the criteria you used, such as safety, time, cost and the people involved. The panel looks for a decision you can explain, whatever the outcome.
STAR hintList the criteria in the Action and say which one tipped the balance.
Follow-up questions
- Who else did you involve?
- Would you choose the same today?
Problem solving and decision making
21Tell us about a time you followed a rule or procedure you did not agree with.
How to approach itFollow the procedure, raise your view through the right channel and make the effort to understand why the rule exists.
STAR hintShow the Action of raising it properly, and the Result of that conversation.
Follow-up questions
- When would you deviate from a procedure?
- What did you learn about why the rule exists?
Application of proceduresCommunication
22How do you decide when to ask for help?
How to approach itRecognising your limits early, using the people and resources around you and asking in time, before the problem grows.
STAR hintUse one example where asking early prevented a bigger problem.
Follow-up questions
- Have you ever asked for help too late?
- How do you ask for help without handing over the problem?
Self-awarenessWorkload management
23Describe a time you had to make a quick decision under time pressure.
How to approach itShow that you kept a short structure even under pressure and checked the outcome afterwards.
STAR hintKeep the Situation brief: the Action is the point of this answer.
Follow-up questions
- What would you do differently with more time?
- How did you communicate the decision?
Problem solving and decision makingWorkload management
24You are the first officer. On the approach the weather drops below minima and the captain wants to continue. What do you do?
How to approach itState the facts and the limit clearly, propose a go-around or diversion and escalate as your company procedures require. The panel looks for graded assertiveness and respect for procedures.
STAR hintThis is a situational question: walk through your steps in order rather than telling a past story.
Follow-up questions
- What do you say, word for word?
- What do you do after landing?
CommunicationApplication of proceduresLeadership and teamwork
04 · 7 questions
Leadership
How you set direction, support people and take responsibility, in the left seat and the right.
25Tell us about a time you led a team.
How to approach itHow you set the goal, shared out the work, supported people and kept an eye on progress. The example can come from a job, sport, volunteering or study.
STAR hintMake the Result measurable where you can: a deadline met, a score, a number of people helped.
Follow-up questions
- What would the team say about your leadership?
- What did you find hardest as the leader?
Leadership and teamwork
26Describe a time you motivated someone who was struggling.
How to approach itListening first, then practical support, then checking in afterwards to see whether it helped.
STAR hintShow in the Situation what you noticed that told you they were struggling.
Follow-up questions
- How did you know it worked?
- When would you escalate to someone else?
Leadership and teamworkCommunication
27Tell us about a time you took the initiative without being asked.
How to approach itYou saw a gap, acted within your role and informed the people who needed to know.
STAR hintUse the Result to show the benefit to others, not only to yourself.
Follow-up questions
- Did you check with anyone before you acted?
- Where is the line between initiative and going beyond your role?
Leadership and teamworkSituation awareness
28How would you lead as a captain, and how would you support a captain as a first officer?
How to approach itShow that you understand both roles: setting the tone and inviting input as captain, monitoring, supporting and speaking up as first officer.
Follow-up questions
- How do you build a good atmosphere in a crew you have just met?
- What do you do if the captain does not invite input?
Leadership and teamworkCommunication
Read the Background29Tell us about a time you had to give someone difficult feedback.
How to approach itIn private, specific, about behaviour, with a suggestion for next time and a follow-up.
STAR hintQuote what you said in the Action, so the panel hears your tone.
Follow-up questions
- How did they react?
- What would you change in how you gave it?
CommunicationLeadership and teamwork
30Describe a time you delegated a task. How did you make sure it was done?
How to approach itChoosing the right person, a clear brief, agreed check points and trust in between.
STAR hintShow the check point in the Action and what you would have done if it had slipped.
Follow-up questions
- What do you find hard to delegate?
- What happened when a delegated task went wrong?
Leadership and teamworkWorkload management
31Tell us about a time you had to lead people who were more experienced than you.
How to approach itRespect for their experience, using it in the plan, and still taking the decisions your role required.
STAR hintDescribe in the Action how you asked for their input and how you then decided.
Follow-up questions
- How did you earn their trust?
- What did you learn from them?
Leadership and teamworkSelf-awareness
05 · 7 questions
Pressure and mistakes
How you handle workload, stress and your own errors. Honesty and learning count most here.
32Describe a time you were overloaded. How did you prioritise?
How to approach itWorkload management: what you delegated, delayed or dropped, and why that order.
STAR hintShow the priority order in the Action and say who you told about it.
Follow-up questions
- What warning signs do you notice when your workload gets too high?
- What would you do differently now?
Workload management
33Tell us about a mistake you made and what you learned from it.
How to approach itA real mistake, owned, with what you did straight after and what you have changed for good.
STAR hintSpend at least a third of the answer on the learning and where you have used it since.
Follow-up questions
- Who did you tell about the mistake?
- Have you made a similar mistake since?
Self-awareness
34How do you deal with stress?
How to approach itSpecific methods that work for you and an example of when you used them. Show that you recognise the early signs in yourself.
STAR hintBack up each method with one situation where it helped.
Follow-up questions
- How do you notice stress in a colleague?
- What do you do when your usual method is not available?
Self-awarenessWorkload management
35Tell us about a time you failed to reach a goal.
How to approach itAn honest outcome, your analysis and the next attempt, or what you did instead.
STAR hintThe Result can be a failure. The learning, and what you did with it, is the point.
Follow-up questions
- How did you feel at the time?
- What did you do the next time you set a similar goal?
Self-awareness
36Describe a time you had to keep working calmly while something went wrong around you.
How to approach itHow you stayed on your task, communicated with the people involved and kept the bigger picture in view.
STAR hintUse the Situation to show what was going wrong and the Action to show what you kept doing.
Follow-up questions
- What did you leave for later?
- How did you know when to step in?
Situation awarenessWorkload management
37Tell us about a time you missed a deadline, or nearly did.
How to approach itAn early warning to the people affected, a recovery plan and a change in the way you plan your work.
STAR hintMake clear in the Action when you raised the alarm.
Follow-up questions
- When did you first know it would be tight?
- How do you plan differently now?
Workload managementCommunication
38Just before departure you notice an error in your own flight planning. What do you do?
How to approach itSay so straight away, correct it together with the crew and report it if procedures require it. The panel looks for honesty and a reporting mindset.
STAR hintThis is a situational question: walk through your steps in order.
Follow-up questions
- What if correcting it delays the flight?
- How do you stop it happening again?
Application of proceduresCommunicationSelf-awareness
06 · 10 questions
Technical
Theory at the level of your training stage. Explain the principle, then what it means in the aircraft.
39What happens to the stall speed in a turn, and why?
How to approach itIn a level turn the load factor rises with bank angle (load factor = 1 / cos bank). The stall speed rises with the square root of the load factor, so at 60 degrees of bank, where the load factor is 2, it is about 1.41 times the wings-level value.
Follow-up questions
- What does that mean for a steep turn close to the ground?
- How does weight change the stall speed?
Knowledge
Read the Background40Explain the difference between IAS, CAS, TAS and ground speed.
How to approach itIAS is what the airspeed indicator shows. CAS corrects IAS for instrument and position error. TAS is the speed through the air mass; it is higher than CAS when the air is less dense than at sea level, so it rises with altitude. Ground speed is TAS corrected for wind. Say when each one matters: handling, performance, navigation and fuel.
Follow-up questions
- Which speed do you use for a fuel calculation?
- Why does TAS increase in the climb at a constant IAS?
Knowledge
Read the Background41What is the Mach number, and why do airliners fly by Mach in the cruise?
How to approach itMach is true airspeed divided by the local speed of sound, which falls as temperature falls. At high altitude compressibility becomes the limiting factor, so the maximum speed and the cruise speed are set as a Mach number.
Follow-up questions
- What happens to the Mach number in a climb at constant IAS?
- Why does the speed of sound fall with altitude?
Knowledge
Read the Background42What would you expect on take-off if the temperature is far above ISA?
How to approach itLower air density means a higher density altitude, less engine thrust and a higher true airspeed for the same indicated speed. The take-off run gets longer and climb performance falls.
Follow-up questions
- How would you adjust your planning?
- Which other factors lengthen the take-off run?
KnowledgeApplication of procedures
Read the Background43What do airspace classes A, C and D mean for a pilot?
How to approach itClass A: IFR only. Class C: IFR and VFR, a clearance is required, and IFR traffic is separated from both IFR and VFR. Class D: IFR and VFR, a clearance is required, and IFR traffic is separated from IFR only.
Follow-up questions
- Which class would you expect around a busy airport?
- What changes for a VFR flight entering class D?
Knowledge
Read the Background44You fly from an area of high pressure to low pressure without resetting the altimeter. What happens?
How to approach itThe altimeter over-reads, so the aircraft is lower than indicated. Explain why: the subscale still holds the old pressure setting. Then say why that matters for terrain clearance.
Follow-up questions
- What is the effect of very cold air on the altimeter?
- When do you set the standard pressure setting?
KnowledgeSituation awareness
Read the Background45A climb at 1,500 ft per minute from 3,000 ft to 11,000 ft: how long does it take?
How to approach it8,000 ft divided by 1,500 ft per minute is 5.33 minutes, so 5 minutes 20 seconds. Say your steps out loud: the panel listens to the method as much as to the answer.
Follow-up questions
- How far do you travel in that time at a ground speed of 240 knots?
- What rate of climb would you need to do it in 4 minutes?
Knowledge
Read the Background46What is V1?
How to approach itThe take-off decision speed. Up to V1 you can still reject the take-off and stop within the distance available; after V1 you continue the take-off, even with an engine failure. Explain how weight, runway length and conditions affect it.
Follow-up questions
- What would make you reject a take-off below V1?
- What is the difference between V1 and VR?
KnowledgeApplication of procedures
Read the Background47What is MCC, and how does it change the way you fly?
How to approach itMulti-crew cooperation: flying as pilot flying and pilot monitoring, with shared tasks, callouts, checklists and cross-checking. Show why it matters when you move from single-pilot training into an airline crew.
Follow-up questions
- What does a good pilot monitoring do?
- How do you handle a callout you disagree with?
KnowledgeLeadership and teamwork
Read the Background48For experienced pilots: brief an engine failure after V1 on your current type.
How to approach itA structured brief in line with your company procedures: the actions, who flies and who monitors, the callouts, the climb-out and the plan for a return or diversion.
Follow-up questions
- What changes on a contaminated runway?
- When would you hand over control?
KnowledgeApplication of proceduresCommunication
Read the Background07 · FAQ
Frequently Asked Questions
Are these real airline interview questions?
No. They are our own example questions, written to cover the competencies and technical topics that airline interviews test. Use them to build and rehearse your own answers.
How many examples should I prepare?
Two or three real examples per competency give you enough choice to answer most behavioural questions with a story that fits.
How long should an answer be?
Aim for about two minutes per competency answer: a short situation and task, most of the time on your actions, and a clear result with what you learned.
Practice · before your interview
Prepare for the Online Tests First
In many selections the online tests come before the interview. Practise the test types pilot selections use with the selection practice plans.