1. Never EVER be late for a job interview – arrive late and you’ll be off to a bad start. Ensure that you are there at least five minutes, early or at the very least dead on time.
2. Don’t appear unprepared – do some research about the company, the industry and even the position itself. There’s a lot you can discover via a simple Google search and most potential employers tend to appreciate and prefer potential employees who at least took the time to get some information about the company.
3. Avoid asking questions about salary, benefits and perks in an initial interview – an initial interview shouldn’t be about what the company can do for you, but more about what you can do for the company. You should be focusing on selling yourself and why the company should hire you, and can’t live without you.
4. Don’t look too far ahead at future roles – a job interview is not the time or place to ask about advancement opportunities or how to become the CEO or how quickly you’ll be able to move up the ladder (unless the interviewer raises the issue). Focus on the job at hand, the one that you’re being interviewed for.
5. Don’t lie - exaggerate about your job experience or fib about a firing is a surefire way for you to NOT get hired. Potential employers are likely to do some research on you, and if they find out you’ve lied you certainly won’t get the job. Even if you do get through the interview process with the exaggerations about your experience and abilities, chances are you won’t be equipped to handle the job you were hired to do, and as sure as night becomes day you will be end up standing on shaky ground and likely to end up being fired.

Good luck!

Should you cry at work? According to Sigal Barsade, a professor of management at the University of Pennsylvania’s Wharton School, employees who are put in a situation where they feel like crying, should first consider their place in the hierarchy and regulate themselves appropriately. Barsade researches the influence of emotions in organizations.

Whether you cry or otherwise lose your composure because of a work issue, undoubtedly there’s a stigma attached to emotional responses in the workplace, and this has caused may (especially executives) to simply bottle up their feelings. Experts call it “emotional suppression”, and studies have shown that it can lead to clouded thinking, promote job unhappiness and negatively impact the affected employee’s work performance.

This is why some experts say that it’s very important for employees to be attuned to what their typical emotional triggers are, so responses can be predictably managed for more productive outcomes. People tend to ‘catch’ strong emotions from others almost like a virus. It’s called “emotional contagion,” and it can be an instinctive response to mimic those strong emotions.

What’s recommended? Never vent at work. If necessary, excuse yourself and go home. Try to lean on your personal support network, a therapist, church leader, mentor or anyone else who can offer you some objective advice. You could also try writing about the matter from the point of view of your antagonist(s). Stopping to do this reflection will allow you to calm down, deconstruct the problem and find ways to move forward by understanding why your antagonist acted the way he or she did.

If you’re frequently battling strong emotions at work, you may want to consider whether or not you’re a good ‘fit’ for that organization.

1. They encourage and develop their employees – without good employees, no amount of focus on targets and goals will ever actually pay off. Employees can only achieve what they are capable of achieving, so it’s the job of a top boss to help all their employees to be more capable so they – and the business – can achieve more. Top bosses provide the training, mentoring, and opportunities that their employees need and deserve.
2. They deal with problems immediately – problems are distracting, and some small problems never actually go away, so top bosses deal with such problems immediately. Additionally, nothing affects team morale more quickly than problems that are not addressed. Performance issues, interpersonal squabbles, departmental feuds, among other things, all of these can negatively impact employee motivation and enthusiasm. The top boss nips its in the bud immediately.
3. They serve others, not themselves – you can get away with being selfish and/or self-serving once, maybe twice, but that’s about it. Bosses who consistently act as if they are less important than their employees—and when they never ask employees to do something they don’t do—everyone really knows how important you really are. Give credit where credit is due.
4. They stay humble and remember where they’re coming from – remember where you came from, and be gracious with your stardom. In the eyes of his or her employees, a remarkable boss is a star. How you handle this position will affect your own success, and the success of the company. Don’t let it get to your head.

Coodinated by the The National Recruitment Office, the GP Specialty Training Programme recruitment process now has a new look for 2011, with the following stages in the process:

• Stage 1 – Applications, long-listing, F2 competencies
• Stage 2 – Online Clinical and Professional Dilemma Papers
• Stage 3 – Selection Assessment Centre
• Stage 4 – Job allocation

The GP application is stage 2 of the process (i.e. after you’ve passed the initial stage having met all the eligibility criteria) and they can also prepare you for this using excellent situational judgement and clinical problem solving online papers. Based on actual clinical scenarios, and lasting approximately 3 hours, the two papers you will undertake are designed to assess your clinical competences.

Oxford Medical is one of the UK’s best and largest providers of medical interview medical teaching courses, skills training, medical management courses and other unique career development courses. From GP Recruitment to GPST stage 3, Oxford Medical offers options that are designed to give you the most effective opportunity to demonstrate your competencies in line with the necessary specifications.

1. They look to get the job done, even it requires them to do things that are outside the scope of their job description. Remarkable employees tend to know without being told that there’s actually a problem, and jump in without being asked (even if it’s not their job). This is particularly important in small companies that need employees who can think on their feet, adapt quickly to shifting priorities, and do whatever it takes, regardless of role or position, to get things done.
2. Eccentricity – remarkable employees are often a little different: quirky, sometimes irreverent, even delighted to be unusual. They may seem slightly odd, but in a really good way. Unusual personalities shake things up, make work more fun and interesting, and transform a plain-vanilla group into a team with flair and flavor.
3. They fit seamlessly into the team – Remarkable employees know when to play around and when to be serious; they know when to be irreverent and when to conform; when to challenge and when to back off. It’s a tough balance to strike, but a rare few can walk that fine line with ease.
4. They recognize the contributions of others – they happily give peer-level recognition, especially in group settings where the impact of their words is even greater.
5. They know what issues should be handled in private – companies do typically want their employees to bring issues forward, but undoubtedly some problems are better handled in private. Whereas some employees like to raise uncomfortable/controversial topics in a public setting (e.g. an office meeting), remarkable employees see their manager/supervisor before or after a meeting to discuss a sensitive matter, knowing and understanding that raising it in a group setting could set off a firestorm.
6. They speak when others won’t, or are afraid to – Some employees are hesitant to speak up in meetings. Some are even hesitant to speak up privately. A remarkable employee will speak up.

1. CAN YOU DO THE JOB? This question focuses on the applicant’s strengths. It’s not just about their technical skills, but also about their leadership and interpersonal strengths.
2. WILL YOU LOVE THE JOB? This question looks solely at the applicant’s motivation. For example, these days, younger employees do not typically wish to get paid merely for working hard. Instead, they will work hard because they enjoy their environment and the challenges associated with their work.
3. CAN WE TOLERATE WORKING WITH YOU? This question looks squarely at the applicant’s fit within the organization.

Just about every job interview question is a subset of a deeper in-depth follow-up to one of the three key questions above. Each question potentially may be asked using different words, but every question, however it is phrased, is just a variation on one of these topics: Strengths, Motivation, and Fit.

1. No passion for what they’re doing. Smart people need to be stimulated. If you don’t have them working on projects that they enjoy, projects that stimulate and interest them, chances are they’re going to go find those projects elsewhere.
2. No apparent company interest in their future. If you don’t talk with them about where they want to be in the next 2, 3, 5 or even 10 years, and they don’t feel as if there’s a path to anything substantive for them, why should they stick around?
3. Crazy/annoying boss. If their immediate boss/supervisor is driving them crazy, good employees will leave.
4. Close-mindeness. Good employees typically want to share their ideas and have them listened to. If your company’s vision or strategy goes against this, then obviously there is going to be a problem.
5. Co-workers. Good employees don’t want to be surrounded by bad employees, they want other good employees around them so they can grow and grow the company as well. Who are your good employees surrounded by?

Are all your employees good employees?

1. LOTS OF PRAISE – everyone loves to be commended, acknowledged and praised. It typically makes employees feel good (and motivated), especially if done in front of other employees (e.g. at a staff meeting or just out in the open). If the praise is coming directly from the CEO, GM or some other top dog, the value of this praise grows phenomenally
2. TAKE THEM TO LUNCH – surprise them occasionally with a group lunch at a nice restaurant. Make the invitation as personal as you can (ask them face to face if possible).
3. HAVE QUIRKY ANNUAL AWARDS – a little trophy or certificate for creative-sounding categories such as “Most Helpful”, “Biggest Smile”, “Most Likely To Refill The Coffee Machine”, “Most Addictive Laugh”, will likely get your employees smiling and motivated.
4. PARTIES & PICNICS – spend some money on food, drinks and entertainment for them. Let birthdays and other special occasions be cause for an outing. For example, you could set aside three hours out of every month to have a picnic for all the persons celebrating birthdays in that month.
5. EXTERNAL INCENTIVES – working for the company should have added benefits outside the office itself. Forge business relationships with product and service providers that will be of benefit to your employees. For example, discounts for gym membership at selected gyms, coupons for car repair shops etc.

• Spend time working in the field (on the road) making sales pitches and interacting with actual and potential customers
• Handle complete person-to-person marketing of a range of pharmaceutical products (usually group by brand and/or purpose/treatment use)
• Develop a significant market presence for the specific brand, and achieve sales business goals by creating strategy and conducting promotional activities that capitalize on local market conditions
• Demonstrate strong knowledge of therapeutic conditions and treatment protocols for specific products
• Ability to serve as a valued resource to physicians by delivering information and providing access to the product manufacturer’s significant resources
• Ability to identify and partner with stakeholders who impact healthcare decision making at the local/regional level, including healthcare providers, physician networks, hospitals, IDNs, and large employer groups
• Ability to apply an in-depth understanding of the pharmaceutical industry’s current healthcare and patient practices and emerging trends to develop the territory’s unique business opportunities (i.e. stay on top of your pharmaceutical sales news)
• Conduct face-to-face presentations with medical clients in order to educate them on current and future products.

In a nutshell though, you’ll need to build positive relationships with clients, while increasing your product’s market share and exceeding company set quotas.? Can you handle it? See these pharmaceutical sales jobs.