interview
...ing the job Charlie is looking for. Interviews are usually structured into specific activities. According to Business and Professional Communication by Guffey and O/Rourke (2006), trained recruiters generally conduct interviews that accomplish three main goals: “establishing a cordial Interview 2 relationship, eliciting information about the candidate, and giving information about the job and company.” Guffey and O’Rourke go on to state that “participants [in an interview] have opposing goals. The interviewer tries to uncover any negative information . . . while the candidate tries to minimize faults and emphasize strengths.” Accomplishing these goals depends upon the mental state and preparation of the interviewer, and more importantly, the applicant. Interview failure can occur for many reasons. According to Joe Ayres, Tanichya Keereetaweep, Pao-En Chen, and Patricia Edwards (1998), “appropriate responses and enthusiasm [are] the number one and number two criteria used by interviewers to judge applicants. Other highly rated characteristics include confidence, fluency, controlled energy, and body language.” Any number of these qualities may be reduced or eliminated if an applicant is not adequately prepared, has a poor attitude, or lacks a professional appearance. Preparing for an interview is essential because it boosts confidence and lowers communication apprehension, which is defined as “the fear or anxiety associated with either real or anticipated communication with another person or persons” (Beebe, Beebe, Redmond 2005). Without the proper research and practice before an interview occurs, interviewers may view the applicant as “less trustworthy, less task-oriented, and less socially attractive” (Ayres et al., 1998). An interviewer might also have these reactions to a person who does not “dress for success.” As J. Michael Farr states (1991), candidates should “dress and groom like the interviewer is likely to dress—but cleaner.” Interview 3 A candidate that overdoes it—that does not dress naturally and professionally, projects an unprofessional attitude. Lack of preparation and proper dress can lead to further communication apprehension manifested in certain nonverbal communication. Candidates with high communication apprehension are more likely to avoid eye contact, fidget, appear uncomfortable and rigid, and be less responsive (Ayres et al., 1998). These nonverbal cues tend to project a negative impression to the interviewer. Accordingly, employers judge such candidates to be “less effective communicators and less likely to receive a job offer” (Ayres et al., 1998). The costs associated with this problem are simple and straightforward. Human costs are applicable to the applicant alone. Trails of unsuccessful interviews are damaging to self-esteem and thus contribute to a cycle of continuous failure. Financial costs, obviously, are manifested by either a lack of income or a ...