Hong Kong Journal of Emergency Medicine

The way to a successful employment or promotion interview for doctors

CH Chung and PA Cameron

Interview skills traditionally receive little emphasis in the medical profession, in contrast to clinical and
technical skills. However, good interview skills have a major impact on a doctor's career. Unfortunately,
there is hardly any reference in the medical literature on employment interview skills. This is a review of
the preparation, expectation, etiquette and presentation for interviews from 'management sources' and is
equally applicable to the medical profession. (Hong Kong j.emerg.med. 2003;10:113-119)

Keywords: Communication, education, employment, interviews

Introduction
Traditionally in the medical profession, emphasis is
put on clinical and technical skills. Communication
and interview skills are generally neglected and are
not systematically taught either at undergraduate or
postgraduate levels. Similar to examinations, success
in interviews has a major impact on a doctor's career.
It is a pity to see well qualified doctors denied
employment or promotion simply because of poor
interview skills. The success rate in interviews is
generally much lower than that in examinations.
Logically, interviews should receive more attention
and preparation than examinations. The trend is
changing; medical schools in Hong Kong are
beginning to pr ovide advice and training in
employment interviews for their graduates.
many mechanisms to find the right people for the right
job. 1,2 Interviews are useful in clarifying some
information and observing presentation skills.
Preparation for job application should really be a long-
term plan that starts from the day you decide to pursue
a medical career. Good track records in education and
employment have been regarded as the most reliable
indicators for good future performance.3-5 In addition,
'effective' managers may not necessarily be 'successful'
managers – good interpersonal relationships are at least
as important as technical skills. Your resume may be
your first contact with the interviewers. Prepare it
carefully, clearly, concisely and comprehensively; it
should be neat and tidy as first impressions may be
lasting impressions.
Aims

Planning, preparing and performing Your primary aim is to convince the interviewers that:
You are fully competent for the job.
The selection process for a particular position involves You are able to contribute to the organization.
a number of aspects and interview is only one of the You are the best candidate among the lot.

Correspondence to: Preparing for the interview

Chung Chin Hung, FRCS(Glasg), FRCS(Ed), FFAEM
North District Hospital, Accident and Emergency Department,
9 Po Kin Road, Sheung Shui, N.T., Hong Kong
Email: chunch@ha.org.hk
The Chinese University of Hong Kong, Accident and Emergency
Medicine Academic Unit, Shatin, N.T., Hong Kong
Peter Alistair Cameron, MBBS(Melb), MD(Monash), FACEM
'The best candidate may just be good at interviews'. 6
As a result, interview may be the most influential step
in the whole selection process. Performing well in an
interview requires skills beyond education, technical
training, work experience or ability. 2 Preparation is
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the key to success. Plan your strategy and presentation
well beforehand. You will have more confidence and
less nervousness in the interview if you know what to
expect. 7 It is imperative to do your homework,
m a t c h i n g yo u r p e r s o n a l a t t r i b u t e s w i t h t h e
requirements of the job, identify questions you will
most likely be asked, draft and practice their answers.8
The following are essential information you need to
know: -
Know yourself
You should know your resume 'inside out' – education,
work experience, voluntary services, hobbies – and be
able to discuss comfortably and thoroughly any item
with specific examples. 2,3,8 In addition to your
technical or clinical knowledge, skills and abilities
(KSA), you should also be familiar with the strengths
and weaknesses 3,8 of your generic KSA, such as
communication, presentation, leadership and
management.
Know the organization and its needs
Background information about the organization can
usually be obtained from the internet, libraries,
newspapers, periodicals, publications, the
organization's annual reports or its public relations
department, and acquaintances who know the
organization.1-3,8,9 An example is the 'Vision Statement'
of Hong Kong Hospital Authority: 'The Hospital
Authority will collaborate with other healthcare
providers and carers in the community to create a
seamless healthcare environment which will maximize
healthcare benefits and meet community
expectations'. If possible, pay a visit to get a sense of
its operation and culture. Perform a SWOT analysis
of the organization – strengths, weaknesses,
opportunities and threats. Current trends, recent hot
topics, adverse events and new developments in related
fields should also be noted.
Know the job and qualities that the organization
is looking for
Through the job description and related sources, you
should have a rough understanding of the KSA
required – clinical, teaching, research or management.
You should match your attributes to the requirements
Hong Kong j. emerg. med.
Vol. 10(2)
Apr 2003
of the job and assess their compatibilities. 1,8 A good
example is the 'Core Competency' requirement of the
Hospital Authority. (Table 1) Enthusiasm, positive
work attitude, people management skills, analytical
reasoning, problem solving abilities, emotional
stability and organization power are examples of the
most common expectations.3,4 Another example is the
proposed interview selection criteria for higher surgical
trainees in the Hospital Authority – 'The applicant
will be assessed on aspiration, personal insight, ethics,
audit, patient care skills, team skills, knowledge and
communication skills'. As well as the generic KSA
required for a position, there will be published and
sometimes unpublished expectations which are related
to the particular position e.g. special interest in
prehospital care, developing a research program. This
information may only be available prior to the
interview through informal contact with
acquaintances who know the potential employer.
Know the types of interviews
There are various forms of interviews, such as
telephone interviews 3 and computer interviews4 where
questions pertaining to the job are asked or tests
(psychometric, technical or intelligence) 6 used as
screening processes. However, traditional face-to-face
interview 4-6 is still the standard procedure for the
Table 1. Core Competency for Medical Staff, Hospital
Authority
1. Functional competence
Patient-centered care
Application of medical knowledge
Clinical decision-making
Procedural/operative skills
2. Personal competency
Personal effectiveness
Integrity
3. People & team competency
People development
Teamwork
Leadership
4. Organization effectiveness
Service/organization development
Service improvement
Chung et al./Interview skills for doctors
medical profession. The latter process may consist of
various forms, in different combinations:3,4
1. Informational/factual interview
The aim is to obtain or clarify information with
general questions such as previous experience or
background. Managerial and administrative aspects
are the usual areas where the resume is often
inadequate.
2. Structured/target interview
All candidates will be asked in a specified order a
standard set of questions that have been prepared
in advance and based on the job requirement. Its
focus is on specific job skills and qualifications. It
may be operationally oriented and termed a
'technical interview'.
3. Situational interview
Candidates are tested on their response to scenarios
that may arise on the job. However, some argue
that response to a hypothetical job situation may
not be an effective way of predicting performance
in real life. 5
4. Behaviour interview
Some feel that past behaviour or action, especially
in stressful situations, is the best indicator of future
performance.4,5 Specifically, questions are asked on
the candidate's role in past events, action taken
and the outcome.
5. Stress/confrontational interview
Interviewer may deliberately upset the candidate
with blunt questions, interruptions, relentless
pursuit of a subject, direct challenge to an opinion
just stated or something negative, in order to
observe his/her emotional reaction to stress or sense
of humour. 4
Know the interview process2-4
The panel usually consists of 3-5 interviewers. English
and/or Chinese will be used. Each interview will last
from 15-30 minutes, depending on the post and
number of applicants. It can be divided into different
phases.
115
1. Introduction
The chairman will greet the candidate and
introduce the board members.
2. General questions
These will first be asked to set the atmosphere and
to fill the gaps in the resume e.g. previous
experience.
3. Specific questions
These will probe into aspects of personal qualities
and characters.
4. Candidate's turn to ask questions
At the end of the inter view, candidates will
be asked if they have any question to the
interviewers.
Predict common interview questions and
verbally practise answering2,3
It is advisable to have a few well-prepared, confident
answers with ready illustrative examples. Some seek
information about the candidate and others test the
response of the candidate. Even though you can never
predict every question that you will encounter, there
are 'classic' interview questions that will appear
frequently in one form or another. As you ascend in
the hierarchy of positions, you will encounter more
and more managerial questions and less and less
technical questions.
1. Opening/Non-directive questions
These are general questions, usually at the
beginning of the interview, to build up the
atmosphere.
Examples: -
Tell me about your management experience?
What do you know about our organization?
What are your major strengths and weaknesses?
What do you do in your spare time?
2. Directive questions
These are more specific questions for seeking more
in-depth information, especially in 'second'
interviews.
116
Examples: -
What skills and/or special qualities do you
possess for this job that would make you
stand out from other candidates?
In what way do you think you can contribute
to our department?
Why have there been a number of job changes?
Te l l m e t h e r e a s o n s f o r g a p s i n y o u r
employment history and how you used it?
3. Hypothetical or scenario questions
A hypothetical situation is created to test the
candidate's ability to identify and solve problem.
Do not give instant answers without careful
thoughts. It is better to pause and analyze the
available information and give an outline of how
you would go about tackling such a problem in
general.
Examples: -
Name two persons you admire and respect
most, and why?
How do you handle a confrontation between a
patient and your subordinate?
4. Descriptive or behavioural questions
Specifically, questions are asked on the candidate's
role in past events, action taken and the outcome.
This type of question is becoming increasingly
popular. Some feel that past behaviour or action
is the best indicator of future performance. There
is no right or wrong answer, but you should be
prepared and relate the answer to the skills and
qualities required by the position. Prepare
beforehand detailed anecdotes of past behaviour
and action for as many job performance as possible,
e.g. teamwork, communication, problem solving,
organizational and leadership skills.
Examples: -
Give me an example of a work situation in
which you were proud of your performance?
Can you tell me a major problem/conflict
situation/difficult person you encountered
and how you solved it?
What did you enjoy most about your previous/
current job experiences? Least?
Hong Kong j. emerg. med.
Vol. 10(2)
Apr 2003
5. Stress/Negative questions
The aim is to put the candidate in a hot seat, to
test his/her emotional reaction to stress or sense of
humour. Stay calm and do not become defensive.
Maintaining your composure is more important
than your defence. For questions on personal
weaknesses or limitations, cite those that are not
crucial to job performance, those with tangible
explanations, or those you feel you can improve.
It will even be better if you can turn the weaknesses
around into potential strengths.2,5 Never choose a
weakness that is critically important to the job.
Examples: -
Give me an example of a previous work
situation in which you performed poorly
and what have you learned from that
mistake and how you would handle the
situation differently next time?
Please list two personal attributes that you
would like to improve, and tell me any effort
you have made to make improvements in
these areas.
6. Illegal questions
Job interview questions should be job related.
Questions on ethnic origin, religion, marital status,
gender (including pregnancy), sexual orientation,
family status, handicap or disability are illegal. You
have the right to refuse answering, but do it politely
and not in a confrontational manner. How to
handle these types of questions is a personal
decision. Some people feel comfortable answering,
others may not. Many people find it best to 'work
around' the question.
Examples: -
Tell me about your past health problems?
Do you need to take care of children at home?
Are you divorced?
What is your race by origin?
Before the interview
Complete your preparation the day before the
interview. Visit the venue in advance, if necessary. Get
Chung et al./Interview skills for doctors
a good night's sleep.3,9 You will think more effectively
if you have rested and yawning will be avoided.
E a t s o m e t h i n g b e f o r e t h e i n t e r v i e w. 3 D r e s s
comfortably, neatly and appropriately for the position
that you are applying.3,9 In general, men should wear
dark colour suits or jackets with tie and women should
wear a pantsuit or skirt suit. Clothes should be clean,
ironed and pressed. Always err on the side of being
too dressed up. Take important materials to the
interview: always carry some extra resumes, references,
work samples, a pen and some paper.3,7,9
Anticipate traffic, parking problems and general
unforeseen difficulties, and arrive 10-15 minutes early.3,9
Do a final tidying up after arrival e.g. in the washroom.
If the interviewers are ahead of schedule, they will
appreciate the opportunity to get an early start. Turn
off your mobile or pager or change to vibrating mode.
At the interview
Appearance
First impressions are critical,3,10 about 55% of our first
impression of a person is formed by their appearance,
38% by the way they speak and a mere 7% by the
words they use.6 Be natural – unless you are a trained
actor, it is difficult to be anyone other than yourself.11
Smile naturally and confidently, but not to the point
where you would appear to be too casual. Smiling also
helps you relax. 2,9 Remind yourself that you have been
short-listed from many applicants, therefore you must
have a pretty good chance. This will help you relax
and project a positive confident attitude. Wait until
the interviewer sits or offers you a seat before sitting
down. 3 Address interviewers' titles and surnames as
they are introduced. Sit calmly, comfortably, upright,
or perhaps a little bit forward to project an eager image,
and not stiffly or sprawling over the chair.2,3,9 Listen
attentively, look at the interviewers directly, but not
staring. Maintain eye contact with each interviewer
throughout the interview. Avoid closed postures, such
as crossing the arms. Try to relax and avoid nervous
mannerisms, such as swinging your foot, or fiddling with
jewelry, buttons, pens, etc. Try not to appear bored,
impatient or anxious. Do not look at your watch.2,3,7,9
117
Receiving questions2
Listen to each question carefully and do not interrupt.
Nod to show agreement and that you are listening.
Ensure you understand a question before you answer.
Always clarify if you do not understand a question.
Note the wording that is used by the interviewer and
when appropriate use similar words. If you need time
to collect your thoughts – take it. Do not give instant
answers without careful thoughts. Pause a couple of
seconds before you respond to each question, even if
you know exactly what you want to say. Take this time
to quickly analyze available information, generate
solutions and organize your answer to fit the question.
Make sure you do not pause for too long.
Answering question2,3,9
The interview is an opportunity to sell yourself. It is
not the place for modesty. Do not be afraid to 'blow
your own horn'.3,7 You should project a confident and
assertive impression. Instead of 'if', 'I think', 'I feel'
and 'I wish', use 'when', 'I am', and 'I would'. Speak
clearly and relatively slowly in a sincere tone. Be
concise, logical and to the point. Use short sentences.
Offer the answer in a natural and spontaneous way.
Do not recite them directly from your memory. Make
hand gestures to emphasize important points, but
avoid distracting gestures or making too many hand
gestures. Avoid jargons and slang, including 'well',
'ok', 'you know', 'to be frank', etc. Remember jokes
can easily cause offence. 11 Use technical terms only
when appropriate to the question. Be careful not to
pause too often in the middle of your answers or fill
your pause with too many fillers such as 'er…', 'em…'
or 'uh…'. Pause to give time for further questions.
You should look at all interviewers when answering
questions. Do not just maintain eye contact with the
interviewer who asked you the question you are
answering. Always acknowledge the other interviewers'
presence by making eye contact while answering
questions. Direct your attention at the beginning and
end of your response to the person who asked you
that question. Ignore note-taking by interviewers, as
good interviewers may take notes.2,3
Never answer just 'yes' or 'no' to a question. 3,9 Back
up what you are saying with specific supporting
118
examples. Present one idea at a time. Third party
observations can also be mentioned, e.g. 'my last
employer told me that I was promoted because……'
Do not be afraid of repeating important points. In
fact, it is a good idea to do this. The most qualified
person to do a job is someone who has already done
the job. Cite your work and life experiences in
examples to reinforce to the interviewers that you have
already done what they are looking for, and you have
done it successfully.
Never say anything negative about past experiences,
employers or jobs. Do not try to put blame on others or
offer an excuse for yourself.2,3,9 Do not apologise for
experience that you do not have.3 Avoid negative words
e.g. you would not say 'I have a little experience in……'3
Do not use limiting words, such as 'only' or 'just'.
At the end of the interview, the chairman will usually
ask: 'Do you have any question for us?'. The right
answer is always yes. You should prepare intelligent
'short' questions to ask during this stage2,8 e.g. 'What
qualities are you looking for in a candidate?', 'What
criteria will be used to evaluate my performance?'. It
is also appropriate to ask when you may expect to hear
from the employer if that information is not
volunteered to you. When it is over, stand up and
thank the interviewers.
Table 3. DOs and DON'T'S in interviews
DOs
Arrive 10-15 minutes early
Professionally and conservatively dressed;
Showered, clean, well-groomed, neatly styled hair,
clean hands and trimmed nails;
Tie should reach belt buckle and very close to collar
Use eye contact
Be assertive, confident, calm
Be positive, sincere, courteous;
Smile naturally
Show interest & enthusiasm
Pause to quickly plan your answer before you respond
to each question
Speak clearly and slowly
Give direct concise answers
Hong Kong j. emerg. med.
Vol. 10(2)
Apr 2003
After the interview
Do not be afraid of failure. Gear up for your next
interview. Reflect on any mistake. (Tables 2 & 3) The
more interviews you tackle, the more polished you
become. If you want to improve, learn from this interview
and use what you have learned on future interviews.3,9
Conclusion
The keys to success can be summarized as: -
Preparation! Preparation! Preparation!
Practice! Practice! Practice!
Table 2. Common causes of interview failure
1. Unfavourable track record
2. Sloppy application
3. Being late to interview
4. Poor personal appearance
5. Lack of confidence, enthusiasm or ambition
6. Lack of eye contact
7. Inability to express self adequately: poor communication,
preparation or logic
8. Condemnation of past employers
9. Strong prejudices
10. Indefinite or evasive response to questions
11. Intention to have job for only a short time
12. Unwillingness to go where sent
DON'Ts
Be late
Wear strange, fancy, sexy or bright coloured, 'shiny' clothing;
Wear torn, soiled, wrinkled, casual clothing or athletic shoes;
Apply heavy make-up, perfume, a lot of jewelry;
Take spicy, offensively smelling foods or smoke prior to the interview
Stare
Be evasive, anxious
Closed posture, defensive;
Criticize past employers;
Embarrass interviewer
Give instant answer without careful thought
Voice too soft or too high
Give long or irrelevant answers;
Give overly brief or discourteous responses
Chung et al./Interview skills for doctors
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