NHS Interview Questions & AI Practice for 2026

I was supporting an elderly patient on a 28-bed medical ward who had just been told she would need surgery. She was clearly distressed and her family had not yet arrived.

I finished the immediate task I was doing, sat beside her, and gave her my full attention for around 10 minutes. I didn't rush her or try to explain the surgery — I just listened and acknowledged how frightening it must feel. I contacted the ward clerk to call her daughter, and I let the nurse in charge know she would need extra emotional support during the pre-op preparation.

The patient told me later that having someone sit with her made a real difference. The nurse in charge noted it in the handover as an example of person-centred care. It reinforced for me how important it is to pause, even in a busy environment, when a patient genuinely needs you.

During a night shift on a medical admissions unit, I was completing my routine observations when I noticed a post-operative patient whose NEWS2 score had increased from 2 to 5 over two hours — primarily driven by a rising respiratory rate and a drop in SpO2.

I immediately escalated to the on-call registrar using the SBAR framework, applied supplemental oxygen as per the Trust's oxygen therapy policy, increased my monitoring frequency to every 15 minutes, and ensured IV access was patent. I documented all findings and actions in real time in the electronic patient record.

The registrar attended within eight minutes and initiated a sepsis six bundle. The patient was transferred to HDU within the hour. At the debrief the following morning, the consultant confirmed that early escalation had prevented a more serious deterioration. This reinforced the importance of acting on trend changes, not just threshold breaches.

I was working a late shift when I observed a Band 5 colleague preparing to administer a medication without completing the second-checker process required by our Trust policy for high-risk medicines.

I calmly asked them to pause and asked if we could complete the check together. I didn't raise my voice or make it confrontational — I framed it as something I wanted to do jointly rather than a correction. After the check, when we were away from the patient, I briefly explained why the policy exists for that medication class and asked if there was anything I could do to support them.

The second check revealed a discrepancy in the prescribed dose that we were able to clarify with pharmacy before administration. The colleague thanked me afterwards. I also raised it as a learning point at the next team huddle — without naming anyone — which prompted a wider discussion about high-risk medication processes.

On a busy outpatient admin shift, I arrived to find three urgent tasks flagged: a patient ringing about a missed urgent referral, a clinic list with missing notes for that morning's clinic, and a consultant waiting for a report to be typed before a 9am meeting.

I quickly assessed urgency and patient safety risk. The missing urgent referral was the highest patient safety priority, so I called the patient back within two minutes, confirmed the referral had actually been processed and was a system display error, and documented the call. I then pulled the missing notes electronically for the clinic — which took four minutes — and confirmed to the charge nurse the list was complete. I then typed the report, which was the lowest patient safety risk of the three.

All three tasks were resolved before 9am. The consultant received the report on time, the clinic ran without delay, and the patient was reassured. The key was spending 30 seconds triaging by patient safety impact before starting anything.

A patient on our ward had received scan results suggesting her condition had progressed. The consultant had spoken with her, but she had further questions and was distressed when I arrived to take her observations.

I sat down, turned off my bleep for two minutes, and asked her what she understood from the conversation with the doctor. I listened without interrupting. She was confused about the next steps, so I clarified what I could within my scope and was honest that some questions needed the consultant or clinical nurse specialist. I contacted the CNS that afternoon and arranged for them to visit. I also documented the conversation and flagged it in handover.

The CNS visited the following morning. The patient later told me that knowing someone had listened and followed through made the situation feel less frightening. My nurse in charge highlighted the interaction during my appraisal as an example of good communication under pressure.