If you're like most of us, you've been on many job interviews in your life and haven't been offered a job after each one. You might have thought you did really well during the interview and that the person you spoke with really liked you. A few weeks later you get a standardized “Dear John” letter in the mail, or perhaps you never hear from the company again. You might be a bit confused as to why you didn't get the job. If you have the nerve, you might contact the interviewer and ask him/her why you weren't hired, but chances are good you wouldn't get the real reason why you weren't offered the job.
So what are some of the reasons why you might not get a job? The first reason (and probably the biggest reason why someone doesn't get a job) is the chemistry between you and the interviewer. Your resume is just a piece of paper, a tool to get you in the door to the interview. A person won't get a good or bad feeling about you personally from the resume. It's once you meet in person that the chemistry factor starts to kick in.
What do I mean when I say chemistry? It's that feeling a person gets about another person, whether good or bad. Sometimes a person will have a strong first impression about someone without taking the time to get to know them. This has probably happened to you. You meet someone and there's just something about them that you didn't like. You can't put your finger on it, but you know that you don't want to associate with this person. It has nothing to do with their background, job, skills or even themselves. You just get a bad feeling. Chemistry isn't just the initial impression. Maybe after talking with you the interviewer determines you aren't a good fit for the company or the department. For example, you might come across as shy in the interview but the person who does this job needs to be outgoing.
A bad attitude can also be a reason for rejection. Someone who is cocky or arrogant in an interview can make a poor impression with an interviewer. Confidence in your skills and abilities is good in an interview – just don't go overboard. A bad attitude about former employers or co-workers can also be a reason you are rejected. If you're bad mouthing your current employer there's nothing to stop you from bad mouthing this company if you get the job.
Your salary can also be a reason for rejection. Chances are good that you'll be asked what salary you want to make. If you throw out a number you can price yourself out of the job. Many companies have established salary ranges that can't be adjusted no matter the person or position. You might say a number that is only a few hundred dollars over the salary range but makes you ineligible for consideration. It's safer to state what your current salary is and that you would need to consider the costs of benefits before you could give your required salary. Would you want to miss out on the career opportunity of a lifetime for $250?
Making a poor personal appearance is also a reason a candidate is rejected for a job. Take the time and get a nice outfit ready for the interview. You don't need to go out and buy a new outfit. Make sure the clothes you wear are clean, neat and appropriate for an interview. Whether you like it or not, a professional appearance goes a long way to making a positive impression on an interviewer. Don't let your appearance be the reason you hear “no” after an interview.
Not being prepared for the interview is also a mistake. Make the effort to learn about the company and develop a few questions to ask the interviewer. There are some standard interview questions that you're bound to be asked like “Tell me about yourself” or “What are your greatest accomplishments”. Get some answers prepared to let the interviewer know you cared enough about this opportunity to prepare for the interview.
Finally, lying on an application or your resume is also a reason for rejection. Don't lie about your skills or previous employers. These type of things are easy enough to verify. Be truthful on the application and on your resume.
There are some steps you can take that will prevent you from being rejected from a job, while some times the reason you don't get a job has nothing to do with you. There's nothing you can do if a company hires a candidate that is more qualified or that has a cheaper salary requirement. Do what you can to prepare for each and every interview and you will have a better chance of success in your next job interview.
Didnt Get The Job
Does this sound familiar? If so, you're certainly not alone because it's one of the most common challenges faced by new managers. Here are some ideas to help you deal with the situation.
Initiate a discussion
It's imperative that you sit down and have a meaningful discussion with the individual concerned. Your two objectives are to find out specifically how he or she is feeling, and from there to figure out how you can enlist their co-operation and help them become a productive part of the department that is now yours to run.
Try to understand how they feel and why they are resentful
The most obvious reason is that she really felt she was the best person for the job. She has ideas on running the department and had been looking forward to putting them into action. Now she feels she has lost that chance.
A lesser known, but possibly even more important, reason is loss of pride. He may have told his nearest and dearest that he was in line for promotion, so now that he didn't get it, he is embarrassed. He feels he will be less in the eyes of his family or friends. So even though he may not actually mind the job he currently has, you're facing some deep personal feelings he may have difficulty changing.
The only way you'll find out is to ask questions, and then listen to the answers. Begin by saying you know the person was a candidate for the job, and that you also understand they were considered qualified. Then begin with a straightforward question such as, "Do you still feel disappointed and resentful?" Wait for the answer. If it's a curt "yes", probe for more. "Is that something you feel you can work around, or that will eventually settle down?" Or "How can I help you deal with that?" Keep probing until the person begins to talk.
If she takes the opportunity to vent her feelings of anger, listen calmly for a bit, using body language to indicate you understand. Then step in to redirect the conversation so that it becomes productive by saying something like, "I understand you've been angry. However, I know you well enough to believe you can get past it and honor yourself by doing the job you are capable of. Let's talk about where we go from here."
Help them regain lost pride
Before the conversation even begins, give some thought to what you know about the person and how they work. How can you use their strengths to the benefit of the department? One effective way is to initiate a special project with a specific objective she can relate to, and put her in charge of it. It's important that this not be an unimportant "make work" project, but rather something of value. You might even come up with it in discussion with the employee, which gives it the benefit of her buy-in.
This kills two birds with one stone: completion of the project benefits the work of the department, and putting the person in charge provides an opportunity to shine. This helps them regain any self-confidence that may have slipped, and they have a "win" to report to those who care about them. It's also a positive achievement that can count towards possible future promotion opportunities.
What if it doesn't work?
If you give people consideration through this process and then give them every opportunity to come on board with you, and they still won't co-operate, then stronger measures are called for. In this case you must have another discussion.
This time you frankly point out their ongoing shortcomings and how they are creating a toxic environment that adversely affects the whole department and its work. Candidly tell them that if they can't find the inner strength to change their attitude and make a productive contribution, then there is no place for them in your department. From then on, follow the usual process when someone is "on probation", monitor their progress and act accordingly. As the common management consulting expression goes, "If you can't change the people, you have to change the people!"
In a recent interview with Management Consultant Mike McInerney, he told me this situation arises at all levels. Young managers may be surprised to learn that even Presidents have to deal with the resentment of unsuccessful candidates. The difference, according to McInerney, is that those people have learned to deal with it, and they don't let personal feelings stand in their way. If you are new to the world of management, you'll do well to take your cue from their example.
Both Katie O'hara & Helen Wilkie are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.
Katie O'hara has sinced written about articles on various topics from . Katie is the owner of http://www.onlinecareerinfo.com where you can learn more about Career Advice and. Katie O'hara's top article . Bookmark Katie O'hara to your Favourites.
Helen Wilkie has sinced written about articles on various topics from Writing, self improvement and motivation and Finances. Helen Wilkie is a professional keynote speaker, workshop leader and Official Guide for "The Manager's Journey". Visit her website athttp://www.mhwcom.com and subscribe to Hel. Helen Wilkie's top article generates over 49500 views. Bookmark Helen Wilkie to your Favourites.
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