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4C h a p t e r

Why Candidates
Do Not Get Hired

It is often hard to determine the exact reason an interviewer does not
extend a job offer. Sometimes even the interviewer cannot pinpoint the
basis for a negative decision—simply a gut feeling. But in other cases, the
interviewer can cite concrete examples of why things went wrong. You,
as the candidate, may not be able to recognize these blunders, so you re-
main in the dark as to why you were not hired. That’s not so good, es-
pecially as you want to become employed.

With interviewers’ fickleness always in play, it is paramount that you
effectively manage the aspects of the interview over which you have con-
trol. This chapter provides an overview of controllable gaffes you need to
be aware of, lest they cost you that job.

When Examples Go Wrong

Your success in answering competency-based answers is rooted in the
quality of examples you offer. In truth, the weaker your response, the
better the chances of leaving the interviewer with a negative impression.
So, all the stories you provide should focus on the hands-on knowledge
you acquired. And all the work experiences should point to a steady de-
velopment of core competencies.

American Management Association
www.amanet.org