How do you approach the initial assessment of a new patient?

I start with a thorough subjective assessment: I ask about the onset, nature, and behaviour of their symptoms, any aggravating and easing factors, and their goals for treatment. I take a careful past medical history and screen for red flags before moving on to the physical examination. The objective assessment follows a logical sequence: observation, active movement, passive movement, special tests, and palpation, tailored to the presenting complaint. I always explain what I am doing and why, which helps patients feel involved and gives me better quality information. Once I have a working hypothesis, I discuss my clinical reasoning with the patient in plain language, agree on treatment goals together, and document everything clearly. I revisit my assessment regularly and adjust the plan if the patient is not progressing as expected.

How do you manage a caseload when you have more patients than time?

I triage my caseload by clinical urgency first. Patients with acute presentations, post-surgical needs, or deteriorating function take priority. For patients in a maintenance phase or progressing well, I may extend the interval between appointments or transition them to a home exercise programme with clear progression criteria. I use waiting time efficiently by giving patients exercises to complete while I briefly review another case. I communicate proactively with the team when capacity is a concern: I would rather flag a potential delay early than let someone go without care. I also keep my documentation concise and accurate so I spend clinical time on patients, not paperwork. When the caseload is consistently unsustainable, I raise it with my supervisor so we can problem-solve together.

Tell me about a time a patient was not progressing as expected. What did you do?

I had a patient recovering from a total knee replacement who was six weeks post-op and making slower progress than typical outcome data would suggest. I first re-assessed her objectively: range of movement, strength, and functional measures. The physical findings were consistent with the timeframe, which led me to explore other factors. In conversation she mentioned she was anxious about re-injuring the knee and had been avoiding weight-bearing exercises at home. I used a pain education approach and graded exposure, starting with lower-load exercises she felt confident with and gradually increasing the challenge over two weeks. I also liaised with her consultant to confirm there were no surgical concerns. Within three weeks she had caught up to expected milestones. The lesson was that clinical progress is rarely just about the physical: understanding a patient's beliefs and fears is part of the assessment.

How do you stay current with evidence-based practice?

I read the major physiotherapy journals regularly, and I follow the Chartered Society of Physiotherapy's clinical guidelines when they are updated. I attend CPD events at least twice a year, and I try to choose courses that address gaps in my current clinical scope rather than reinforcing areas I am already confident in. I also use peer discussion as a learning tool: I bring complex or interesting cases to team case reviews and find that other clinicians' perspectives often sharpen my reasoning. When I read a new piece of research, I make a habit of critically appraising it before changing my practice: statistical significance does not always translate to clinical relevance, so I consider effect size and the patient population carefully.

Describe a situation where you had to deliver difficult news to a patient.

A patient I had been treating for chronic low back pain came in hoping for a clear structural diagnosis after his MRI results. The scan showed age-related degenerative changes but nothing that explained his pain severity or suggested a surgical solution. I had prepared for the conversation by reviewing current pain science research so I could explain the findings honestly and constructively. I chose a quiet room, sat at the same level as the patient, and explained that the imaging findings were not the cause of his pain in the way he had hoped. I used a pain neuroscience education approach to reframe the results: degenerative changes are common and do not predict pain levels. Initially he was frustrated. I gave him time to process it, validated his experience, and then shifted the conversation toward what we could do together. Over the next few sessions his understanding of pain changed significantly and his confidence in managing it grew.

Tell me about a time you disagreed with a colleague's clinical decision.

A GP referred a patient to me for six weeks of physiotherapy for what they had labelled as mechanical back pain. During my assessment I identified features that were inconsistent with a purely mechanical presentation: night pain, unexplained weight loss, and fatigue. I was concerned about a potential serious pathology. I spoke directly with the referring GP that day, explaining my findings clearly and asking them to consider further investigation. I framed it as a clinical query rather than a challenge to their judgment. The GP arranged blood tests, which identified an underlying condition requiring oncological referral. The patient was treated promptly. The experience reinforced for me that a polite, direct conversation between colleagues is always better than uncertainty about a patient's welfare.

Give an example of working effectively in a multidisciplinary team.

In my previous role in a community MSK service, I worked alongside GPs, orthopaedic consultants, occupational therapists, and pain psychologists. We had a weekly MDT meeting where complex cases were discussed. I prepared for each meeting by summarising the patient's functional baseline, the treatment goals, and my clinical reasoning, so the team had a clear picture before the discussion. In one case I presented a patient with chronic hip pain who was on a long waiting list for an orthopaedic review. I flagged that her pain was significantly affecting her sleep and mental health. The pain psychologist offered to take her on concurrently, and we created a shared care plan. Her overall wellbeing improved within six weeks, even before the surgical consultation. That outcome came directly from the team taking a joined-up view.

Walk me through your clinical reasoning process for a patient presenting with shoulder pain.

I start by gathering a detailed history: onset, mechanism if applicable, the location and character of pain, aggravating and easing factors, and any relevant past history of shoulder problems. I screen for cervical spine involvement and red flags, including any unexplained weight loss, bilateral symptoms, or night pain unrelated to position. For the objective assessment I observe posture and shoulder girdle symmetry, assess active and passive range of movement, test rotator cuff strength and integrity with specific tests such as the empty can and Hawkins-Kennedy, and assess the acromioclavicular and glenohumeral joints. I form a working hypothesis and communicate it to the patient, explaining my reasoning. I set short and long-term goals, begin treatment based on the most likely diagnosis, and reassess after two to three sessions to confirm my reasoning or revise the hypothesis.

How do you design a home exercise programme that patients will actually follow?

Adherence is one of the biggest challenges in physiotherapy, and I treat programme design as a behaviour change task as much as a clinical one. I keep the initial programme to three or four exercises at most: a long list is overwhelming and compliance drops. I explain the purpose of each exercise clearly so the patient understands why it matters, not just how to do it. I check that the exercises can realistically be fitted into the patient's daily routine, and I adapt based on their constraints: someone who works long shifts needs something different from someone who is retired. I use visual demonstrations and I give printed or digital instructions, since verbal explanations alone rarely stick. I ask the patient to demonstrate the exercises back to me before they leave, which surfaces any technique issues early. At the next appointment, I ask specifically about what got in the way rather than just whether they did the exercises.

How do you approach treating a patient with chronic pain differently from one with acute pain?

The fundamental difference is the role of tissue damage. In acute pain, there is usually a clear relationship between the injury and the pain, and the goal is to facilitate healing and restore function. In chronic pain, that relationship has often broken down: the nervous system has become sensitised and pain is no longer a reliable signal of tissue damage. I approach chronic pain patients with a strong pain neuroscience education component from the outset. I use validated tools like the pain catastrophising scale and the STarT Back screening tool to understand how much psychosocial factors are contributing. Treatment goals shift toward function and quality of life rather than pain elimination. I set graded activity targets, manage flare-up expectations explicitly, and work closely with the patient to build their self-management skills over time. Pacing is crucial: I help patients avoid the boom-and-bust cycle that many chronic pain patients fall into.

Physiotherapist

Physiotherapist interviews test your clinical reasoning, patient communication skills, and ability to manage complex caseloads across different settings. Interviewers want to see that you can assess and treat patients safely, adapt your approach when a treatment plan is not working, and work effectively within a multidisciplinary team. This guide covers the questions asked most often and the answers that demonstrate the clinical confidence hiring managers are looking for.

For general interview preparation tips, read our guide to common interview questions.

Prepare further

How to answer competency-based interview questions How to answer "What are your greatest strengths?"

Common Physiotherapist Interview Questions

Behavioural Interview Questions for Physiotherapist Roles

Technical Questions for Physiotherapist Candidates

What Hiring Managers Look for in Physiotherapist Interviews

Thinking out loud about clinical reasoning is what separates the hires in physiotherapist interviews. Interviewers want to hear your differential diagnosis process, why you chose one treatment approach over another, and how you adjusted when the original plan wasn't working. Safe practice and red flag awareness are baseline requirements that every candidate claims. What separates the stronger applicants is their ability to discuss the psychosocial side of patient care with the same fluency as the biomechanical, and their track record of working within an MDT rather than operating as a lone clinician.

Questions to Ask Your Interviewer

→What does the caseload typically look like in this role, and how is it managed across the team?
→How is CPD supported here: do you have protected time or a budget for courses and conferences?
→What does the MDT structure look like, and how often do you hold case review meetings?
→Are there opportunities to develop a specialist clinical interest within this role?

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