GOLDILOCKS AND THE THREE GRAD RECRUITERS

Curiosity, caution, and why self-awareness decides who gets hired

The original Goldilocks story was not really about porridge or beds.

It was about curiosity without caution. Wandering in without fully understanding where you were, ignoring warning signs, and being surprised when things did not go to plan.

That same dynamic shows up all the time in graduate recruitment interviews.

Every year, hiring managers meet smart, capable graduates who fall into the same three traps. Different degrees, different confidence levels, but very similar mistakes.

Let us call them the Goldilocks candidates.

THE ONE WHO IS TOO MEEK
All caution, no curiosity

This candidate is polite, keen, and very focused on not getting anything wrong.

They play it safe.

They spend most of the interview trying to understand how they will be trained and supported, rather than how they will perform.

They ask things like:

• What training will I get?
• Will I be shown exactly what to say?
• Is there a script I can follow?
• I am happy to do whatever you think is best
• And the real killer, they say: “I want to help people get jobs”

They nod a lot. They agree with everything. They rarely ask strong follow-up questions.

What the interviewer hears is:
I do not yet trust myself to think independently and I don’t understand what recruitment is all about.

Training matters, especially at graduate level. But when it dominates the conversation, it starts to sound like fear of responsibility rather than eagerness to learn.

Graduate hires are not expected to know everything. They are expected to be curious enough to try, and independent enough to figure things out.

Too much caution quickly turns into passivity. Nice guy energy without grit isn’t going to excite the interviewer.

THE ONE WHO IS TOO ARROGANT
All curiosity, no caution

This candidate has buckets of confidence, but not much calibration.

They come in curious, but not careful. They start asking for flexibility and exceptions before they have shown they understand the role and that they are committed to the graft.

They ask things like:

• How flexible is your WFH policy?
• How many days would I need to be in the office?
• Is there scope to increase the salary?
• I won’t need much training

They talk about what they want from the job, but not much about what the job will require from them.

What the interviewer hears is this.
This person is already negotiating before proving they can do the basics.

Curiosity without caution does not sound ambitious at graduate level. It sounds entitled and it’s a sure fire way to get yourself rejected.

Most graduate roles are structured for a reason. Flexibility, autonomy, and higher pay come later, once you have shown you can deliver.

THE ONE WHO GETS IT RIGHT
Curious and cautious

This candidate strikes the balance.

They ask thoughtful questions, but they listen carefully to the answers. They are open about what they do not know, but confident in their ability to learn.

They care about training, but they frame it as a way to build capability, not as a safety net. They show interest in how performance is measured and what success looks like early on.

They come across as self-aware rather than rehearsed.

This is the candidate who gets the offer.

HOW TO APPROACH GRAD RECRUITMENT INTERVIEWS WELL

Ask about learning without sounding dependent

Good graduate candidates do not ask if training exists. They assume it does and ask how they will be expected to use it.

Better questions sound like:

• How does training support people in their first few months?
• What sales techniques are used in candidate sourcing and business development?
• What does good performance look like in the first six months?
• How quickly are grads expected to take ownership of tasks?

This shows curiosity and accountability at the same time. Prove you have researched the role, the sector and can hold an intelligent conversation about it.

Understand the role before negotiating the perks.

At graduate level, the interview is about fit and potential, not leverage.

It is fine to care about pay and flexibility. Just do not lead with it and if you already know it’s office based, don’t ask.

Early questions should be about:

• What the day-to-day work actually involves
• How success is measured
• What tends to be challenging for new starters

Perks make more sense once you understand expectations.

Know yourself, know your achievements and be able to show the company you are goal focused and have grit. 

You do not need sector expertise to show self-awareness and demonstrate that you can research and discuss new ideas .

Think about:

• Do you enjoy fast-paced, target-driven environments?
• Are you comfortable with rejection and feedback?
• Do you learn best by doing or by being shown first?

Graduates who have thought about how they work always stand out.

WHAT NOT TO ASK TOO EARLY

Avoid:

• What is the work-life balance like?
• How flexible is WFH before you understand the role
• Can the salary be increased
• How quickly can I be promoted

THE REAL LESSON

Goldilocks did not fail because she was curious. She failed because she lacked self-awareness.

Graduate interviews reward people who can balance curiosity with caution, enthusiasm with realism, and confidence with humility.

Too cautious and you fade into the background.
Too bold and you raise red flags.

Self-awareness is what gets it right.

We support all our Graduate candidate with comprehensive interview preparation and support. We currently have graduate recruitment opportunities in Brighton, Mid Sussex, Surrey and London. Reach out take your first step on the recruitment ladder.