Radiographer interview questions and practice.
Produces X-ray, CT and other diagnostic images of patients safely and accurately for doctors and radiologists to interpret.
No card for the taster. Full interviews are paid one at a time. Nothing renews.
Last reviewed
This page is still being written: no authored question bank for this competency family. The role is fully supported in the interview itself; only the published question bank is outstanding.
What interviewers for Radiographer actually ask
The question bank for this role is still being written. These are the first three competencies in the model the interview is scored against.
Conducts a structured assessment, forms a working hypothesis about impairment and function, and adjusts the plan as findings emerge.
Sets functional, patient-owned goals, chooses validated outcome measures, and uses the results to progress, change or discharge treatment.
Chooses interventions with reference to current evidence and guidelines, and can explain when and why they deviate from them for a specific patient.
What they are really assessing
Interviewers rarely score whether you seemed nice. They score against a model like this one, usually without telling you it exists. Each competency has a weak, adequate and strong shape, and the difference is almost always the level of specific detail you volunteer without being asked.
Assessment & clinical reasoning
Conducts a structured assessment, forms a working hypothesis about impairment and function, and adjusts the plan as findings emerge.
- Weak
- Describes assessment as running through a standard form; cannot explain why particular tests were chosen or what a finding changed in their thinking.
- Adequate
- Explains the assessment components used for a typical case and the diagnosis reached, but reasoning is linear and does not mention differentials or red flags considered.
- Strong
- Presents a specific patient: the subjective findings, the hypotheses, the tests chosen to confirm or exclude them, red flags screened, and how an unexpected finding changed the plan or led to referral.
Goal setting & outcome measurement
Sets functional, patient-owned goals, chooses validated outcome measures, and uses the results to progress, change or discharge treatment.
- Weak
- Goals are stated as clinician goals ('improve range of motion'); no outcome measure named; cannot say how discharge decisions are made.
- Adequate
- Names an outcome measure used and a functional goal agreed with a patient, but cannot show the scores over time or how the results changed treatment.
- Strong
- Gives a case with the patient's own goal, the baseline and follow-up scores on a named measure, the point at which the plan changed, and the discharge criteria and outcome.
Evidence-based practice
Chooses interventions with reference to current evidence and guidelines, and can explain when and why they deviate from them for a specific patient.
- Weak
- Justifies interventions by 'that is how I was taught' or 'it works for me'; cannot name a guideline or study relevant to their common conditions.
- Adequate
- Cites a guideline or evidence for a common condition and applies it, but has not changed their practice recently and cannot describe weighing evidence against patient preference.
- Strong
- Describes a practice change they made after new evidence, names the source, explains how they judged its quality and relevance, and gives a case where they deviated from the guideline and why.
Patient engagement & adherence
Builds the patient's motivation and understanding so that home programmes and lifestyle changes actually happen, adapting to literacy, language and circumstances.
- Weak
- Blames non-adherence on patients being 'lazy' or 'not motivated'; the home programme is a handout with no adaptation or follow-up.
- Adequate
- Describes explaining the programme and checking at the next visit, with one example of simplifying for a patient, but no method for finding out why adherence failed.
- Strong
- Describes a non-adherent patient, how they explored the barriers (pain, beliefs, transport, work), what they changed (dose, format, family involvement), and the measured result.
Interdisciplinary collaboration
Contributes assessment findings to the multidisciplinary team, negotiates shared goals, and refers or defers appropriately across professions.
- Weak
- Describes other professions only as people who send referrals; cannot give an example of disagreeing with a doctor or another therapist about a plan.
- Adequate
- Describes attending MDT meetings and contributing to discharge planning, but the example of joint decision-making is generic and the outcome unclear.
- Strong
- Gives a case of conflict or gap between professions (e.g. discharge readiness, equipment, safe swallow), what they presented as evidence, how the disagreement was resolved, and the patient outcome.
Caseload & time management
Manages a caseload with waiting lists, acute and chronic patients, notes and admin, prioritising by clinical need and risk rather than convenience.
- Weak
- Describes seeing patients in order of arrival or booking; no method for prioritising; notes are done 'when there is time'.
- Adequate
- Has a prioritisation approach (acute first, discharge-critical next) and keeps notes current, but cannot describe managing a waiting-list crisis or protecting time for complex cases.
- Strong
- Describes a period of caseload overload: the triage criteria they used, which patients they discharged or shortened, how they raised capacity with their manager, and what the data showed afterwards.
Scope, safety & professional boundaries
Practises within HPCSA scope and competence, screens and acts on red flags, maintains boundaries with patients, and keeps records that would stand up to scrutiny.
- Weak
- Cannot name red flags for their common presentations; says boundaries have 'never been an issue'; record-keeping is described as minimal.
- Adequate
- Names red flags and an example of onward referral, and knows the boundary rules, but cannot describe a hard case or an ethical dilemma they had to work through.
- Strong
- Describes a red-flag case they caught and referred with the specific signs, an ethical or boundary situation (gifts, dual relationship, adolescent consent) and how they handled it, and what their records include and why.
Reading the questions is the easy half. Try answering three of them out loud, to someone who follows up.
Try 5 minutes freeWhat your 30 minutes covers
The same shape as a real first-round interview, pitched at mid-level Radiographer and scored throughout.
Warm-up, then Motivation & fit
Build rapport, settle nerves, and get a short walk-through of your background. Why this role, why this employer, and what you are actually looking for.
Your experience
Two or three real situations from your CV in depth: context, what you did, what happened, what you would change.
Pitched at mid-level scope: experienced therapist: manages complex cases and a specialist interest, leads small quality projects, and is the go-to for juniors.
Role-specific questions
The core competencies and domain knowledge for the role, with follow-ups on anything vague.
Drawn from this role's domain: subjective and objective assessment for the candidate's discipline, red-flag screening and onward referral and validated outcome measures and how they inform discharge, and the rest of the competency model.
Your questions, then Wrap-up
Your questions for the interviewer, and yes, they are assessed. Next steps and a clean finish.
What changes with seniority
The questions barely change between levels. What changes is the answer they will accept.
| Junior | Mid | Senior | |
|---|---|---|---|
| Scope of ownership | Newly qualified therapist: owns an independent caseload of routine complexity and their own outcome data. | Experienced therapist: manages complex cases and a specialist interest, leads small quality projects, and is the go-to for juniors. | Senior therapist or team leader: accountable for service standards in a discipline or unit, waiting lists, audits and clinical governance. |
| Tolerance for ambiguity | Handles routine cases alone; recognises atypical presentations and seeks a second opinion early. | Makes judgement calls on ambiguous presentations and discharge readiness; challenges referrals that do not fit. | Designs pathways and criteria where guidelines are silent; balances service demand against safe caseload sizes. |
| People leadership | Supervises students on placement and delegates to assistants. | Formally supervises juniors and students; contributes to in-service training. | Line-manages a small team; runs performance and development conversations. |
| Who they deal with | Referring doctors, nursing, other therapists, funders for authorisations. | MDT, unit managers, medical aids, community services, families. | Head of department, hospital management, referrers, funders, professional bodies. |
What your report would say
Every competency above scored from your own answers, the sentence that cost you quoted back, and your weakest answers rewritten the way a strong Radiographer would have said them.
- Describes a practice change they made after new evidence, names the source, explains how they judged its quality and relevance, and gives a case where they deviated from the guideline and why.
The format, not a result. Scores on your report come from what you actually said.
Is the AI interviewer realistic? See a full sample report