This page is a guide to interviewing skills for
candidates applying for orthopaedic posts. It is not a definitive guide to University
or National Health Service appointments and this page may not represent these
organisations views. These notes are a few factors to consider when being
interviewed for an orthopaedic post. It may be useful to consider the following
factors. Some sample questions and suggestions how to answer them are outlined.
Candidate evaluation is a complex process and
is subject to a variety of biases. Research has identified a number of evaluation
errors. It should be emphasised that, although some interviewers may be more
susceptible that others to a particular source of bias, it is unlikely that
anyone is completely free from bias of any kind. Some of the most common biases
which occur are as follows.
There is a wealth of evidence that, in first encounter
situations such as interviews, people who are physically attractive are evaluated
more favourably that those who are less attractive. This is true over a whole
range of human characteristics and occurs both when the person is the same sex
and when they are of the opposite sex. This factor is unavoidable.
Contrast occurs when interviews fail to assure
absolute standards of judgment when assessing candidates. Instead, the assessment
of the candidate is influenced by the quality of the immediately preceding applicants.
For example, if an interviewer sees two or three weak candidates followed by
an average candidate, the latter is judged too leniently. It is a little hard
to control this variable.
Common observations of people's behaviour, both
at work and in everyday life, suggest that most individuals possess both favourable
and unfavorable characteristics. The individual candidate who is superior on
all favourable characteristics is extremely rare as is the individual who has
no redeeming features. Yet research evidence indicates that interviewers frequently
perceive people in these black and white terms. Candidates tend to be judged
as all good or all bad. This halo effect is particularly likely to occur where
a candidate has a single outstanding characteristic. For example, if a candidate
is unusually high on one attribute, interviewers typically tend to minimise
or ignore any weaknesses they have in other areas.
Strong impressions of a person's character are
often made by observing body language. In many instances this can be helpful.
However, there are often subtle cultural and gender difference in body language
which can lead us to making the wrong assumptions about a person. For example,
in some cultures, individuals will not look an interviewer in the eye to show
respect. Unfortunately, this is often misread by interviewers as evidence that
the interviewee is "hiding something", or as evidence that they are a
"shifty character - couldn't look me in the eye". In some cultures, the
body language displayed is opposite to that we are used to leading to other
assumptions such as "she wasn't interested in anything I was saying - she
never looked at me once when speaking to me".
Research also suggests that women and people from
certain cultural backgrounds are more self-effacing in interviews. For example,
they are more likely to give credit for their achievements to their team rather
than to themselves. This can lead to wrong assumptions being made. Research
has also found that, in general, women will often only apply for jobs if they
feel they can do 90% of the job description/tasks/duties whereas, in general,
men will apply for a job if they can do as little as 40% of the job description/
tasks/duties.
This is the process whereby people are assumed
to possess or lack certain characteristics as a function of their membership
of particular social groups. Such beliefs are very widespread and often interfere
with rational judgment about candidates. Typical examples include beliefs about
people on basis of their racial origins, their social class backgrounds, their
disabilities or their sex. Questions related to race, sex, social background
and disability are not permissible and there is legislation to outlaw questions
in these fields in the United Kingdom.
Increasingly it is not a person's "Intelligence"
that is the major issue in getting a job. The concept of an "Adversity Quotient"
(AQ) i.e. your ability to respond effectively to adversity may be more important
than your intelligence (Bottom line/Personnel 1998:19(19): 9-10). The
AQ is determined by: having a sense of control over unexpected situations; willingness
to assume responsibility and take action, no matter who caused the problem;
ability to keep a crisis from spreading versus disabling catastrophising; and
the ability to see beyond a crisis. It takes the ability to "get small" to cope
in these difficult situations.
Typically, a wide variety of questions can be
used to help gain information about a candidate's job skills. Use these questions
below as a guide to help you think about the questions you may be asked. Apply
these questions to focus on a specific job's skill requirements that you have
applied for. Practise answering them in front of a mirror.
One of the interviewers will generally go through
your previous training with you. You should have read the job description and
have tailored your job application and interview answers to the job you have
applied for.
Increasingly some hospitals ask for a presentation
on a topic to be presented in a fixed time. If so this needs careful research
and rehearsal. You should be warned of this before the interview.
Standard questions:
Tell me about yourself?
Why did you choose this hospital/university and how did you
arrive at this decision?
What factors did you consider in choosing your speciality?
Why do you want this job?
Since you have been in medicine/orthopaedics/surgery, what
is it that you are proudest of?
How have you changed personally since starting medicine?
Tell me about your training - good points, bad points?
What was your Best job - Why?
What was your Worst job - Why?
Tell me about your Hobbies/pastimes/adventures?
Of the hobbies and interests listed on your resume what is
your favorite and tell me why?
If you could change a decision you made whilst in medicine/orthopaedics/surgery
what would you change and why?
Tell me about your c.v. - some aspect, you need to be able
to account for any gaps?
Describe a leadership role of yours and tell why you committed
your time to it?
Give me an example of an idea that has come to you and what
you did with it?
Give me an example of a problem you solved and the process
you used?
Give me an example of the most creative project that you
have worked on?
What work experiences have been most valuable to you and
why?
What have the experiences on your resume taught you about
managing and working with people?
How have your educational and work experiences prepared you
for this position?
Give me a situation in which you failed, and how you handled
it?
Where do you think your interest in this career comes from?
Why have you chosen this particular profession?
What challenges are you looking for in a position?
What goals have you set for yourself? How are you planning
to achieve them?
What is your most significant accomplishment to date?
What motivates you?
What turns you off?
If I asked the people who know you well to describe you,
what three words would they use?
If I asked the people who know you for one reason why I shouldn't
employ you, what would they say?
Tell me how you have used study leave?
What is the best course you have attended - Why? What did
you learn?
What was the worst course you have attended - Why?
Recent political or medical news developments?
What are your team-player qualities? Give examples
What methods have you used or would you use to assess student
learning?
What characteristics do you think are important for this
position?
Name two management skills that you think you have?
What characteristics are most important in a good manager?
How have you displayed one of them?
We are looking at a lot of great candidates; why are you
the best person for this position?
Increasing you may be confronted
with more "modern" questions that are designed to make you think:
Describe a time in any job you've held when you were faced
with problems or pressures which tested your ability to cope. What did you
do?
Give an example to a time when you were unable to finish
a task because to did not have enough information to go on. Be specific.
Give an example of a time when you have to be relatively
quick in coming to a decision.
Tell me about a time when you had to use your spoken communication
skills in order to get a point across that was important to you?
Can you tell me about a job experience in which you had to
speak up in order to be sure that other people knew what you though or felt?
Give me an example of a time when you felt you were able
to motivate your colleagues or subordinates.
What do you do when one of your people is performing badly,
just not getting the job done? Give an example.
When you had to do a job that was particularly uninteresting,
how did you deal with it?
Give me an example of a specific occasion when you conformed
to a policy with which you did not agree.
Describe a situation in which you felt it necessary to be
very attentive to your environment.
Give an example of a time when you have to use your fact-finding
skills to gain information in order to solve a problem - then tell me how
you analysed the information to come to a decision.
Give me an example of an important goal which you have set
in the past and tell me about your success in reaching it.
Describe the most significant written document/report/presentation
which you have had to complete.
Give me an example of a time when you had to go above and
beyond the call of duty in order to get a job done.
Give me an example of a time when you were able to communicate
with another person, even though that individual may not have liked you personally.
Describe a situation in which you were able effectively to
"read" another person and tailor your actions according to your understanding
of their individual needs or values.
What did you do in your last job in order to be effective
with your organisation and planning? Be specific.
Describe a situation in your job when you could structure
your own work schedule. What did you do?
Describe the most creative work-related project which you
have carried out.
Describe a time when you felt it was necessary to modify
or change your actions in order to respond to the needs of another person.
What experience have you had of a misunderstanding with a
customer or fellow employee? How did you solve the problem?
What did you do in your last job to contribute towards teamwork?
Be specific.
Give me an example of a problem which you faced on any job
you have had and tell me how you went about solving it.
Describe a situation in which you were able to influence
positively the action of others in a desired direction.
Make eye contact with the interviewer before speaking
Adopt a relaxed posture sitting squarely in the chair
Facial expressions and gestures should be natural
Do not fidget or appear restless
Keep to the point
Aim to be precise
Give a full answer and do not waffle
Structure your answer ; it should be logical and clearly
understood
Avoid using jargon
Speak confidently so that you can he heard
Do not speak too quickly or slowly
Use your voice to reflect the meaning of what you are saying
Do not argue with the interviewer
Finally best of luck!
This page was prepared by Mr Chris Oliver DM FRCS (Tr & Orth),
Consultant Trauma and Orthopaedic Surgeon, Edinburgh Orthopaedic Trauma
Unit, Royal Infirmary of Edinburgh, Scotland.
