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COMMUNICATION
Effective communication is
20 per cent what you know
and 80 per cent how you
feel about what you know.
Jim Rohn1
INTRODUCTION
Whether one has newly entered the job market, has been recently laid off, or plans to shift
to another job, it is necessary to carefully craft a communication strategy to seek gainful
employment. There are four general tips to achieve this:
Understanding yourself: what are you looking for in a job? What are your current
credentials? What are your existing capabilities? How can you prove yourself useful to
an organization?
Prepare an effective rsum that showcases your strengths and highlights your potential.
Network efficiently with colleagues, batch-mates, seniors, and alumni. Use both offline
and offline modes to do this.
Build capabilities and skills that add meaning and value to the rsum .
NETWORKING
Networking refers to building relationships with people known as contacts. Networking
relationships are built on mutual assistance and support. Cultivated deliberately, they go
beyond the mere exchange of business cards and phone numbers.
Generally, a networking relationship begins with a promise of assistance, and then that
help is reciprocated in some form in the future. These contacts then transform into connections, especially when promises are fulfilled and appointments are kept. An important aspect
of effective networking is follow-up. Sales professionals cultivate their networks by sending
e-mails regarding the latest information, updates, and articles on their areas of expertise to
their respective clients.
Online networking is especially gaining prominence. In addition to simply keeping in
touch via Facebook, Twitter, and LinkedIn, it is advisable to show an interest in current
events and social concerns. This attracts potential contacts who view you as someone with
wide-ranging interests and in-depth knowledge about the industry.
There are several mistaken assumptions people often make about networking:
It is unethical.
They do not know anyone important enough to network with.
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Communication
Bytes 14.1
The design of a cover letter depends on the position applied for. The position would then dictate the form the
cover letter would take. When the applicant is well qualified and has significant related work experience,
the line of argument would focus on the experience the applicant has. When the applicant has the required
educational background but very limited work experience, the line of argument would focus on the applicants
skills and expertise. If the person has neither the relevant work experience, nor the educational background
and expertise, the line of argument is generally focused on an intense desire to work in a different area.
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career interests. My research reveals that your organization offers the type of work profile
Iam looking for.
You denotes the hiring organizations point of view; it indicates the best fit between the
firms requirements and the applicants capabilities. For instance: During my 9 months
tenure at my previous organization, I employed skills related to sales and distribution
setups. While in that position, I initiated and maintained a retail data analysis programme.
This complements the requirements of your organization. Given my expertise in retail
management, I am confident that I have the abilities to be an effective contributor to your
organization.
Us indicates what the firm should do to contact the applicant for an interview.
For instance: To further discuss my qualifications, I can be reached at (phone number).
Thank you for your consideration. I look forward to meeting with you.
The ideal cover letter should not be filled with too many I statements, as these dilute the
perception of the applicant. Too many I statements make the applicant sound pompous and
self-centered. It is wise to temper these statements with the use of passive voice and the third
person. For instance, consider how the following paragraph can be re-written to temper I
statements.
Version 1
In my previous job, I worked as the Assistant Manager and was responsible for o verseeing retail
operations. I created an administrative system that resulted in an orderly i nventory management
system. I was also responsible for smooth distribution, management, and interaction with the
second-tier distribution network.
Version 2
In my previous job I worked as the Assistant Manager and was responsible for overseeing retail
operations. Our team developed an administrative system that resulted in an orderly inventory
management system. Smooth distribution management and interaction with the second-tier
distribution network were a few of my other job responsibilities.
Recruiters use the cover letter for various purposes:
To judge whether the candidate has a good command over the English language.
To learn whether the candidate has taken the time to match their skills with the firms
requirements.
To compare at the outset whether the job requirements match the candidates skills and
experiences.
To excite the recruiter and encourage him or her to open the rsum .
A sample cover letter format is shown in Exhibit 14.1.
Exhibit 14.1
A Sample Cover Letter Format
Your Street
City, State, Zip Code
Date
Name of Individual/Recruiter
Title
Name of Employer
Street Address or PO Box Number
City, State, Zip Code
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Exhibit 14.1
Dear Mr/Ms/Dr _________________:
Opening Paragraph. Attract attention. State the reason for writing, naming the position or type
of work. Identify explain where you came across the opening or who recommended it to you.
Second Paragraph. State why the present employment interests you; give concrete reasons
why the work is appropriate for you. Showcase your skills, strengths, and achievements and
relate them to the job at hand. Demonstrate your capability by using examples, illustrations,
and specific contributions in previous jobs.
Closing Paragraph. Reiterate your interest in the job opening; indicate your availability for
a personal interview. Suggest a time and day suitable and convenient to both. End with a
strong positive note, saying that you look forward to an interview. Indicate that your rsum is
attached with the cover letter.
Sincerely yours,
(Signature)
Full Typed Name
Enclosure
Cover letters and application letters are written in response to specific advertised job
openings. These are therefore solicited. Unsolicited applications are those that are written
when the applicant has come to know about a job opening from a third party such as an
employee of the firm, a head hunter, or an acquaintance.
Response to an Advertisement
This is the most common form of cover letter. It typically includes the following:
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possibilities, and other constraints as well as expectations constitute this type of cover letter.
Letters to recruiters or agencies will include:
Letters of Inquiry
Letters of inquiry are letters or e-mails that seek information related to the position advertised. The purpose of a letter of inquiry is to:
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Withdrawal Letter
It is ethical for applicants to inform other organizations where they have applied for positions
that they have accepted another offer, and to withdraw their application from consideration. This
is an informational letter and begins directly. This letter establishes the goodwill of the applicant.
Rejection Letter
At times, a candidate may have to reject an offer, especially when the offer does not fulfil their
interests and personal inclinations. This requires tact on the part of the applicant. The letter
must maintain goodwill and, at the same time, send the message that the offer is unacceptable.
The applicant may begin by appreciating the organization and the offer and then explain why
they are unable to accept it at that juncture. The letter ends with a polite thanks to the recruiter.
Preparing A Rsum
A rsum is a marketing tool. It is used to screen candidates for recruitment and selection
purposes. It is the first contact between a candidate and the hiring organization. According to
a survey conducted by the well-known Web site Rsum Doctor2, recruiters spend less than
10 seconds reviewing a rsum.
A rsum should not be confused with a bio-data or curriculum vitae. A bio-data is an
exhaustive account of an individuals academic and work achievements, usually presented in a
chronological or a sequential format. It is presented to public sector companies and is normally
about four to five pages in length, depending upon the applicants experience and age profile.
A curriculum vitae is an exhaustive account of an individuals academic achievements and
is presented to universities and educational institutions for research, teaching, and training
purposes. It is about four to five pages long. Its main focus is research results, theses, academic proposals, and research papers that have been presented and published.
Writing a Rsum
Rsums are characterized by customization and continuity. Crisp and precise, they range
from one to two pages. A great rsum cannot guarantee a job offer, but a bad rsum will
negatively impact the applicants job prospects. Below are a few indicators that compel
recruiters to give a rsum a miss:
Spelling mistakes
Grammatical errors
Too factual a tone; the rsum reads like a job description
Incomplete information
Poor formatting
Excess length
Poorly organized
Inclusion of too much unnecessary personal information
Use of long paragraphs instead of bullet points
Criticism of a previous employer
Lack of details
Difficult formatting (such as zip files) that may be difficult to access
Lack of summary of skills and accomplishments
Unexplained gaps in employment
Rsum Formats
Generally, there are two formats that are used to write rsums:
The functional format
The chronological format
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Information
Bytes 14.1
Primary skills are the essential requirements of a job, while secondary skills are the acceptable skills for a
job. Thus an applicant may have strong analytical skills for a finance job but weak reporting skills; he or she
may be hired as reporting skills may be developed over a period of time.
The functional or the skill-based format emphasizes the skills and competencies of the
applicant. The skills vary across sectors, industries, and companies and include the following:
Counselling, networking, communication, questioning (for HR-related jobs)
Analytical, summarizing, statistical, logical (for finance-related jobs)
Reporting, networking, relationship-building, brand-building, negotiation, influencing,
persuasive skills (for marketing jobs)
The chronological format or the linear format emphasizes dates and years and presents
information about the candidate in a sequential manner. It follows a top-down approach,
where the applicants educational background is followed by his or her experience, extracurricular activities, and references.
Most modern organizations prefer the skill-based format as it offers the following benefits:
A rsum can be of various kinds but a typical rsum has the following components (see
Exhibit 14.2 for a sample rsum format):
Exhibit 14.2
A Sample Rsum Format
NAME
Make your name stand out by using all caps, bold text, and/or a larger font size
A
photograph
(Optional)
EDUCATION
Degree, area of study, university or college name(s) and dates, listed in reverse chronological order.
Usually include your GPA only if it is above 3.5. Detail special coursework if pertinent. Do not include
high school.
RELEVANT EXPERIENCE
Bulleted statements highlighting your relevant work, volunteer, educational, or life experiences. Target
these to show an employer that you are qualified for the job.
List most relevant information first.
Under each sub-category, list 3 to 5 bulleted accomplishments, skills, duties/responsibilities.
Start each phrase with an action verb (organized, created, established, conducted, and so on).
WORK HISTORY (or PROFESSIONAL HISTORY)
A list of employers, locations, and dates. List 3 to 5 bulleted accomplishments, skills, duties/responsibilities.
Start each phrase with an action verb.
OPTIONAL SECTIONS
Sections such as Objective, Activities, Memberships, Honours, Interests, and References may be
included only if these match the requirements of the job.
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Trupti R.
C-45, Vijaywanta District KVE Road
Hubli Karnataka
trupti@gmail.com
Objective: Summer internship in the area of Human Resource Management
EDUCATION
Currently pursuing PGDM 20102012, Indian Institute of Management, Lucknow. Completed B.E (E&C)
20022006 from B.V. Bhoomaraddi College of Engineering & Technology (BVBCET), Hubli, securing
83.80 and placing second out of 120 students. Top 1% in 900 students
ACADEMIC ACHIEVEMENTS AND AWARDS
Awarded merit certificate for two semesters for securing 2nd rank out of 120 students 200206.
Awarded the Best Outgoing Student Award in School (tenth standard), 2000.
Awarded the Best All-Rounder Award in School (400 students), 2000
Stood first in school for four consecutive years 19972000
PROFESSIONAL EXPERIENCE
Tata Consultancy Services, Bangalore/Chennai (July 2006June 2010)
Assistant Systems Engineer
Roles & Responsibilities:
Involved in quality assurance in the banking & financial sector
Clientele included XY Pension Funds and AB Credit Cards
Expertise in testing strategies to identify and minimize fraud and maximize recovery
Project Lead of fraud offshore testing team and led a team of seven people for a year
Responsible for test planning, execution, and reporting
Spearheaded resource and knowledge management and performance management and auditing
for the project
Achievements & Awards:
Improved defect containment ratio to more than 95% and ensured 100% on-time delivery
Initiated and encouraged Idea Generation, which generated savings of over USD 4000 for the
client
Awarded TCS Gems for client appreciation for exhibiting leadership skills
Acknowledged as the top performer in the group (100+) annual appraisal (20092010)
Acknowledged as the top performer in the group (80+) annual appraisal (2006-2007)
Awarded TCS Certified Performance Tester certification
POSITIONS OF RESPONSIBILITY
SPOC for staging cross block knowledge transfer sessions within client testing portfolio, TCS Bangalore
(Continued)
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Exhibit 14.3 is the rsum of a candidate seeking entry into the job market after receiving
a Masters in Business Administration (MBA) degree.
List of Dos
1. Check for errors, typos, and poor grammar
2. Ensure that the rsum is suitably tailored to technology
3. Customize the rsum for each application.
4. Include an e-mail address at the top
5. Label your rsum in the format lastname.firstname. middleinitial.doc when sending it
as an electronic attachment
6. Indicate future possibilities; willingness to travel; relocate
7. Be specific in terms of deliverables achieved in your previous job
8. Include appropriate workshops, training, travel, coursework, community service, and
other experiences that sets one apart from other candidates
List of Donts
1. Be shy about expressing your strengths
2. Use personal pronouns (I) in excess
3. Lie or inflate your rsum
4. Include personal information such as age, gender, marital status, or religion
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5. Use abbreviations
6. Exceed one page, or two at most
Exhibit 14.4 shows a sample rsum format for someone looking to change jobs.
Name:
Education:
Degree
Exhibit 14.4
Sample Rsum Format for
Someone Looking to Change
Jobs
Company: Designation:
College
Percentage
Year
Profile:
1. Current Company:
2. Turnover:
3. About company
Target
Clients servicing
Products handled
Reporting to
Reportees
Verticals handled
Current CTC
2. Previous Company:
Turnover:
About company
.....................................................................
.....................................................................
Target
Clients servicing
Products handled
Reporting to
Reportees
Verticals handled
CTC
(Continued)
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(Company)
Interest in
(Job profile)
E-mailing Rsums
It is always wise to ask the recruiter about the type of formats they accept. Some recruiters
may prefer not to have rsums sent as e-mail attachments as they may contain virus that
harm their files. There are three options available:
Copy and paste your rsum to the e-mail along with the brief cover letter as one message.
Attach the rsum to the message containing the cover letter.
Send print copies by post.
GROUP DISCUSSIONS
A group discussion is a valuable tool used by organizations to gauge the personality of candidates in a group situation. In this technique, a group is given a topic and members are
A group discussion is a valuable tool used by organizations to gauge the personality of the candidate applying for a job.
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required to discuss the topic among themselves for a specified time period. The sequence is
as follows:
Knowledge
Communication skills
Team dynamics
Leadership skills
Knowledge
Having knowledge about the topic of discussion and the ability to discuss it in a logical manner requires the skills of framing, analysis, and argumentation. An in-depth
knowledge of the issue under discussion and the ability to analyse the issue is expected
from prospective managers. This holds true for topical themes such as the The India
Pakistan peace talks will not yield results or Indian railways are unsafe. For the first
theme, a patriotic argument will not help the candidate; rather the candidate should
discuss:
Previous parleys
The main protagonists in the peace talks
Why the current talks failed
Some suggestions to resolve the issue
Some organizations give a case study as a topic for the group discussion. In this case, the
knowledge that is expected from the candidate pertains to identifying the problem and the
symptoms or triggers; examining the causes that led to the problem; suggesting possible solutions; defending ones solution; and summarizing the issue.
For abstract topics such as If pigs could fly, the knowledge that is expected from the
candidate is the ability to create metaphors and similes; one such example was a candidates
interpretation of the topic as Swine flu. Thus, the ability to think on ones feet and relate the
theme to the world around us is essential to deal with topics such as these.
Another important point to remember is that in a group discussion, ones opinions per
se do not matter. Rather, it is the balanced arguments that one puts forth that earn us credit
from the panel. Thus, extreme positions should be avoided.
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Communication Skills
Communication skills include two types of skills: expressive skills and receptive skills.
Expressive skills include the ability to state ones position and viewpoint to others in a
confident and assertive manner; it includes the ability to organize thoughts in a logical and
coherent sequence. Receptive skills include listening skills. This is especially important in
a group. Listening well is important to assimilate various viewpoints in a group. Unless we
listen well we cannot comprehend the viewpoints of others and express our own. Synthesizing, paraphrasing, and articulation are the other key communication skills expected from
candidates. Use of formal language, tone, and vocal clarity are the other areas where the
aspirant can take steps to improve.
Team Dynamics
The purpose of a group discussion is to test a candidate in group or team situations. Specifically, the group discussion tests candidates on their ability to influence others. There are several
methods we can use to influence others. In a group discussion, one can influence others by use
of knowledge, expertise, empathy, information, and networking powers. Team skills are demonstrated by listening carefully to the views of others, disagreeing politely with others (do not use
statements such as I disagree with you; I do not agree with what you say; you are wrong;
this is not correct; and the like), and by appreciating the views of the other team members.
Leadership Skills
With reference to a group discussion, leadership implies setting an agenda, taking initiative,
and giving direction to the group. It is also about summarizing and allowing others to express
their views freely. It is not easy to be a leader in a group as everybody belongs to same peer
group and may resent individuals who assume leadership roles. The best way is to assume
leadership in a natural manner without intimidating anybody.
Exhibit 14.5 gives a detailed description of each of these, along with tips on how to excel
at each type.
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Description
Examples
Preparation Tips
Tips
Topical
Category
Case Study
Abstract
A topic is presented in a
debate format that has two
sides or positions to it. The
topic is set in a contemporary
context, and pros and cons are
discussed
Controversial
310
How does the panel consisting of senior professionals assess candidates? Communication
is the most visible aspect of a group discussion and hence lends itself to observation easily.
The panel considers the following questions:
Who initiates the discussion?
Who speaks the most and for how long; who follows and precedes whom; whom do
people look at?
Who interrupts others; who becomes quiet suddenly; who looks at whom?
Who uses what assertions; what gestures are being used and by whom?
Who asks the most questions?
Does anybody smile or criticize others ideas?
Who is a good listener?
Who dominates the group and who uses aggressive language?
Who is the most influential participant?
The task is the desired end result of the group discussion. The group is given a task and
has to conclude that task in a satisfying manner. With respect to the task, the panel observes
the following:
Who steers the group to a plan of action?
Who gives suggestions on framing the issue and bringing it back into focus when it goes
off track?
Who asks for opinions, facts, and suggestions?
Do participants adhere to roles such initiator, contributor, information seeker, and
summarizer?
Are any norms laid down for the discussion before brainstorming?
Who involves others and draws them into the discussion?
Who prevents a conflict among a subgroup?
Who reconciles differences?
Who summarizes the issue?
Who imposes their decision on the group?
What is the process used by the group to reach a conclusion: Voting? Show of hands?
Consensus?
How does the group handle stress imposed by time limits, the topic, and group
members?
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The persona she portrayed to the panel and the group was that of someone who:
Is immature
Jumps to conclusions
Wastes others time
Case 2: Initiating the Discussion at All Costs
Rohan thought that he would score points with the panel if he initiated the discussion at
all costs. So when the topic was read out, he jumped immediately into the fray, without
organizing his thoughts. He began by agreeing with the topic and elaborated on the benefits
of having a love marriage to all and sundry, even though the topic required the group to
comment on the benefits of arranged marriages. In his haste, he had assumed that the topic
focused on love marriages. He was politely reminded by the panel about the focus of the
topic; he remained a silent spectator thereafter. He was rejected.
Rohans mistakes were:
He made hasty assumptions about the topic.
He made incorrect assumptions about the panel. Initiative is not the sole criteria for
evaluation.
He failed to listen.
He made a false start; he should have spent some time analysing the topic and making notes.
The persona he portrayed to the panel and the group was that of someone who:
Is immature
Wastes others time
Is self-centered
Case 3: Obsessed with Data
Thyagaraj maintained a diary in which he noted several important statistics and figures. He used
to quote these extensively in group discussion. The mistake he made this time was that he quoted
many of these statistics for an unrelated topic (Manage stress or stress will manage you). Every
statement he made had one or more statistic in it. For instance, he said: I read in an U.S. Bureau
report that 29 per cent of NASA scientists are prone to backache and 36 per cent of villagers
working in the field suffer from a physical disease due to poor posture. Both these statements
are far removed from the theme at hand. Most panelists as well as the participants did not appear
impressed. In fact one participant asked him the year and source of his data, to which he gave
1989 (this group discussion was in 2010) and a reliable source as his answer. He was rejected.
Thyagarajs mistakes were:
The persona he portrayed to the panel and group was that of someone who:
Is superficial
Is self-centered
Cannot accept opinions other than his own
Cannot exercise restraint
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to present their opinions in an irritating manner that left most of the group members embarrassed. Additionally, he declared that the best way the group could function was by presenting arguments sequentially, and he tried to dictate who would do what. Annoyed, the other
group members requested him firmly and politely to stop dictating norms and let free flow of
conversation take place. He was rejected.
Paritoshs mistakes were:
He assumed that the panel would assess his contribution based on how much he spoke.
He tried to set norms for the group without a consensus.
He invited reticent members to speak, thereby putting them on the spot.
The persona he portrayed to the panel and group was that of someone who:
Is arrogant and self-centered
Is a poor team player
Is immature
Case 5: The Hesitant Speaker
Prita was shy. She had a good grasp over current affairs but she was always nervous that
others were far superior to her: in looks, knowledge, and work experience. Even her spoken
English, she felt, was below standard. Consequently, in a group discussion she hardly spoke.
If she did contribute, it was in a soft hesitant voice that was too difficult to comprehend. She
was ignored by the panel for the next round of assessment.
Pritas mistakes were:
She barely spoke during the discussion.
She rarely raised her face when speaking.
If she spoke, she was too soft to be comprehensible.
The persona she portrayed to the panel and group was that of someone who:
Is insecure and lacks self esteem
Has an inferiority complex; in communication, it is the message and the way it is delivered that is more important than diction and language
Lacks leadership potential
Types of Interviews
There are many types of interviews:
1. Panel interviews
2. Sequential interviews
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3.
4.
5.
6.
7.
8.
9.
The job goes to the person who performs best at the interview. He or she may not be the best person for the job.
There are good as well as bad interviewers. Good interviewers judge you on your innate abilities. Bad ones judge you on
your projected ability.
COUNTERPOINT
POINT
Always be well-dressed for an interview and greet the interviewers pleasantly, with a smile.
Stress interviews
Behavioural or HR interviews
Telephone interviews
Video conferencing interviews
Case interviews
Lunch/dinner interviews
Blog-based interviews
Exhibit 14.6 describes in detail the types of interviews and strategies to adopt for each type.
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Panel Interview
Sequential
Interview
Stress Interview
HR/Behavioural
Interview
What is it?
Description
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Video
Conferencing
Interview
Case Interview
Lunch/Dinner
Interview
Blog-based
Interview
Telephone
Interview
1. Do not be informal
2. Learn appropriate dining etiquette
3. Do not drink alcoholic beverages
4. Look neat while eating
5. Do not speak while eating
316
Exhibit 14.7
The Three Stages in the
Interview Process
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Make eye contact with all panel members as you speak. Sound enthusiastic and sincere. Smile
pleasantly and politely. Listen to the question carefully before answering and ask them to
repeat the question if you are not clear.
Do not be intimidated. Expect to be a little nervous, but do not let your nervousness
show. Fumbling with your hands, fidgeting, speaking in a shaky voice, stammering, and
repeating yourself are signs of fear. It is wise to prepare 150 per cent for an interview. This
will boost your self-confidence as you will feel that you are sufficiently prepared for the
interview.
Responding to questions Customize your answers to skills that the employer is seeking.
These include knowledge, interpersonal skills, decision-making skills, motivation, and the
ability to handle stress. Highlight past situations in which some or most of these skills are
demonstrated or displayed. If you do not know the answer to a particular question, admit this
rather than bluffing your way through it.
Stay focused on your strengths; do not highlight your weakness, as one is hired on the
basis of ones strengths. Omit slang and casual vernacular expressions. Also omit fillers such
as er and um, and repetitive words such as like, ya, ok, and so. Avoid using weak words such
as actually. Speak crisply and concisely. Be specific and to the point.
Closing the interview The panel will indicate when the interview is over. Ask a couple of
questions from the panel if they permit or seek permission to do so. Get up gracefully from
the chair, gather your papers, put them back in your file, and thank the interviewers for their
time and patience. Say goodbye and walk out of the room.
Phase III: Post-interview Follow-up
Thank the interview panel for their time formally via e-mail. Follow this up with a query on
your performance and future prospects with the company. Be sure to give a reasonable gap
after each query so as not to annoy the panel.
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What is your college major? What was your reason for choosing this subject?
Tell me about your key strengths.
Do you prefer to work in teams or alone?
How do you spend your free time?
What are the particular qualifications you have for this job?
Why should we hire you?
Rate your interpersonal skills on a scale from one to five.
Enumerate your major accomplishments in your last job.
Why did you change jobs?
Who was the toughest boss youve worked for and why?
Which professor do you like the most and why?
Why is your GPA low in this subject?
Where do you see yourself five years from now?
What would your contribution be to this job and company?
If you found that one of your colleagues was falsifying accounts, what would you do?
You feel that your supervisor is dissatisfied with you. What would you do?
Describe a good leader. Give an example.
Who do you think is an excellent communicator among prominent businesspeople
today?
What are/were some aspects of your job that you feel particularly good about and why
do you feel that way about them?
What are/were some of the more rewarding aspects of your work/job?
How has your job prepared you to assume greater responsibilities?
What do you feel are/were the greatest frustrations in your last job? Why?
What is your general impression of the last organization and department for which you
worked?
What did you like and dislike about your job?
How do you feel your work history reflects your career objectives and your abilities?
Tell me about your career to date, starting with your current job and responsibilities.
How did your interest in this area develop?
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How are you measured at your current position? How well are you doing? Why?
What are the most satisfying aspects of your role and the most frustrating? (What do you
enjoy most and the least?)
What aspect of your job is the most challenging (and what is the easiest)?
What part of the job do you consider to be your most successful? Why? Your least
successful?
What are your greatest achievements at work? What are your most significant disappointments or failures?
What is the most complex task you have undertaken?
Take me through your typical work day.
Tell me about your current and previous bosses.
Tell me about your previous roles. Why did you move? What factors influenced your
move to this new position? How would you describe your career to date?
Describe the work you do.
Why do you like your work?
What areas of your work do you not enjoy?
If I were to ask your manager to describe you, what do you think he or she would say?
If I were to ask the people in your team to describe you what would they say?
What are your goals for the next three years?
What would you like to be remembered for?
How would you do things differently in your work?
What are the points at which you find people in your team getting stressed?
When do you feel stressed? Can you tell me about the last time you felt stressed?
If you had to run your team (or company), what would be your priorities?
What are the three most critical things in your job?
How do you handle people you manage? If they have a grievance, what do you do?
How do you check for quality?
When do you know there is a quality problem?
What do you do about it in your present job?
When you retire, what would you like people to say about you?
What have been the high points in your life?
What have been the low points?
What would you have like to have done differently?
What do you consider as the most critical points in your life?
How would you describe your life today?
Which role in your life do you enjoy the most?
What are the most important factors you consider before taking a job? How should
it be structured to provide you with satisfaction? What motivates and demotivates
you?
Where do you want to be in two years time?
What do you see as your strengths and limitations? (What will help you achieve your
aspirations?)
How would your colleagues/supervisor/customers describe you?
Is there anything you would like to change about yourself? Why?
What do you see as the qualities of a successful?
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Some questions are considered illegal in the United States and the candidate has the right to
refuse them:
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When speaking, try to look at the camera positioned on top of the monitor, rather than
at the monitor itself. This will give a better appearance of eye contact. Speak in a conversational tone; dont forget to smile.
Sometimes there can be a slight time lag. If this happens, wait a moment before answering questions to ensure that the interviewer has finished speaking.
In case of technical snags such as the video freezing, calmly inform the interviewers.
Explain what is visible and what is not, and that you will leave the room for a short while
to get help from the operator. A reboot is usually all that is required.
Cover the agenda well in time; since the facility is booked for a specific time period, it
may not be possible to manage an extension.
3. At the end of the interview, thank the interviewer for his or her time. Mute the sound and
leave the room. Let the operator or receptionist know that you have left.
SUMMARY
The value of networking for employment related issues
is great. We carry many wrong assumptions about the
term networking and relationships need to be built
for mutual gain.
There are various forms of employment related correspondence (e.g., thank you letters, rejection letters,
acknowledgement letters) and the emphasis should
always be on getting results.
Group discussion is a major way through which recruiters choose employees and there are various techniques
to influence the recruiter in a group discussion.
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WEB-BASED EXERCISES
1. Visit the Web site: <http://www.metacafe.com/watch/
477641/a_complete_view_of_group_discussion/>, which
is about group discussions. Analyse the interview based
on the parameters discussed in this chapter.
2. Visit the link: <http://facultyfiles.deanza.edu/gems/
abrahamsmatt/TheBrandCalledYou.pdf> on rsums
and read the article titled A Brand Called You by Tom
Peters. How far do you agree with Peters that we need
to understand the concepts of branding and that of
CEO of I Incorporated?
3. Go to <http://www.mckinsey.com/aboutus/whoweare/ >
and read the recruitment ad for McKinsey and Company. Assume you have just completed your management degree and have some prior work experience in
software and engineering.
a. Write a cover letter expressing your desire to work
with the consulting firm.
b. Write a rsum (one page) tailored to the job
requirement.
FURTHER READING
C.L. Bovee and J.V. Thill, Business Communication
Essentials 4th Edition (Upper Saddle River, NJ: Pearson
Education, 2009).
R. Lesikar R and M. Flatley, Basic Business Communication (New York: Tata McGraw Hill, 2005).
ENDNOTES
1. Taken from http://thinkexist.com/quotation/effective_
communication_is-what_you_know_and-how/
295573.html, accessed on August 16, 2011.
Quote
Effective communication in video conference interviews and meetings is important, but, technology disruptions and
hiccups can result in screen freeze, loss of facial expressions, and disruption of the flow of communication, and thus the real
message may get lost due to the technical noise. Its vital that communication should be crystal clear, loud, to the point and
follow up with the e-mail summary to avoid surprises, missed points, or any confusion.
Jyotsna Umesh,
Manager,
Accenture Federal Services,
Washington DC.
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