Employment interviewing is a necessary part of the hiring process. Viewed positively, it represents a prime opportunity for candidates to spotlight their accomplishments and make a convincing case as to why they should be hired.
As with other things, "practice makes perfect." With experience, it becomes easier to establish rapport with interviewers and make each interview a mutually enlightening conversation.
On the other hand, even persons with considerable interviewing experience should avoid common mistakes that can hinder their chances of getting a job offer. The following gaffes top the list of inappropriate behavior.
Being unprepared.
This is perhaps one of the biggest mistakes interviewees make. Most hospital interviews are scheduled far enough in advance for candidates to adequately prepare themselves. Suitable preparation includes knowing as much as possible about the facility, the job itself, and how best to sell oneself as a viable candidate.
The starting point for information gathering is basic public relations literature and job descriptions supplied by the hospital. In addition, most healthcare facilities have web sites that offer a wealth of information that's beneficial for job hunting. This being the case, it's all the more reasonable to expect serious candidates to convey during the interview substantive knowledge about their potential new employer.
Adequate preparation involves something else. Well-prepared candidates know how to sell themselves in a face-to-face interview. They are prepared to discuss in specific terms how their background and qualifications dovetail with the job requirements and hiring expectations of the employer.
Being obviously unprepared to sell oneself is viewed negatively--and is often a decisive strikeout factor in the hiring process. After all, who wants to hire a person who isn't quite sure whether he can do the job, or actually wants the job?
On the other hand, the successful candidate will be prepared to make the case that he thoroughly understands the position responsibilities and has the ability to perform satisfactorily.
Displaying bitterness concerning previous employers.
The reason for job hunting is a question that typically arises in the course of an interview. How this question is addressed can have a crucial bearing on the outcome of the interview.
Employers are extremely reluctant to hire anyone who displays obvious bitterness toward his or her previous employer. Of course, it's difficult to mask strong emotional feelings when an employee leaves a job with a chip on his shoulder. More often than not, true feelings are expressed in subtle ways: body language, voice tone and inflection, "pregnant pauses," etc.
Even if you have a legitimate beef with your previous employer, it's inappropriate to mention such in an interview. The better approach is to couch an unfavorable experience in more neutral language. When discussing your reason for departure, avoid personalizing the issue. Instead, discuss the matter of job separation in non-emotional like these: "an unfortunate situation," "a mismatch of talents and expectations," "mutual recognition that it was time to move on," "reached a career plateau," etc.
The reference that a previous employer provides really tells the story. Two key questions generally surface in reference checking. "What was the reason for leaving?" and "Is the individual re-hirable?"
The previous employer is more likely to say something positive in answering these questions if the employee did not display bitterness and left on good terms.
Getting off track during the conversation.
The most effective interviews are relaxed, mutually informative conversations. During the exchange, both parties have a better idea of whether there is a good match--and how to proceed if that is the case. A common interviewing mistake occurs when interviewees get off track, usually by talking too much. Perhaps because of nervousness or a desire to impress the interviewer, they discuss matters that don't have a direct bearing on their suitability for the job.
This involves more than the small talk that helps to break the ice at the start of the conversation. That's quite acceptable. Other conversational digressions are highly inappropriate: family or marital difficulty, problems with co-workers, financial strain, concerns about age discrimination, etc.
"Chatty Cathy" interviewees hold the mistaken belief that talking a lot will impress the interviewer. Wrong. More than likely, the interviewer will judge such behavior to be unprofessional or boorish.
The smart approach is to follow the interviewer's lead. She has a set agenda to follow and appreciates candidates who respect her position and don't attempt to monopolize the conversation. As a rule of thumb, giving focused, succinct answers of a couple of
