It’s been bad news for the past couple of years regarding two of the nation’s biggest issues, jobs and healthcare. Despite the positive impact of the economic expenditures over the past year, it has been a tough time for millions of Americans. Many have lost their jobs and countless others feel threatened. But some positive momentum is building. First, it’s clear that the government’s plan is helping to save and create jobs. In addition, the Senate has passed a new jobs plan.

In addition, the Senate appears ready to pass healthcare even without any Republican support. This IS relevant to the job market. Healthcare reform will be part of an economic revival. Why? It will cut costs for one of the most costly expenses of many Americans. By putting a charge in the economy it could set the stage for a longer-term recovery. Of course the Congress still has to finish its work, but if it does by passing healthcare reform it could result in a career upshift for many.

The job interview is not the place to confess your mistakes. It is not the time to demonstrate your weaknesses or let the interviewer know many of your faults. You will be asked about weaknesses, faults and mistakes for sure. These are traps, aimed at excluding you, and if you don’t handle these questions deftly you will not get the job. Think carefully about weaknesses and mistakes you are willing to discuss. Make sure you turn these answers into positives. If you have a weakness demonstrate that you manage it effectively. If you had trouble getting along with a colleague make sure it was for a darn good reason, such as someone not living up to commitments, and that you handled it appropriately for the benefit of the company. For more, on this topic read other posts and writings of mine on the Shimmering Resumes web site.

In addition, the New York Times has a good discussion of this subject in an interview with Susan Docherty, who leads sales, service and marketing at General Motors.

Docherty explains how she hires:

“I’m always in hiring mode. Always. When someone comes in for an interview, and they’re polished, and they’re practiced, and they’ve honed their résumé — everybody can give a great first impression. But what’s most important is seeing how people handle interactions on a day-to-day basis, when you’ve got days that are good, bad and ugly. It’s about how you handle the day-to-day interactions with your peers. It’s about how you treat the people on your team.”

For more, see the complete interview.