3. The Stakeholders Line Manager’s Perspective
Under Pressure
Wants new hire to hit the ground running
Interview delays due to tight schedules
Strong Opinions
Usually hiring against attrition. Tendency to compare to previous employee
Domain understanding strong and hence may find candidates wanting
Willing to Stretch
Willing to push internal limitations if a candidate is strongly liked
4. The Stakeholders Recruiter’s Perspective
Under Pressure
Multiple line managers with multiple & inconsistent demands
Stiff Turnaround Timelines
Usually a Low Risk Taker
Wants candidate as close to ideal as possible, tendency to reject
Inflexible on compensation & level fitment
Limited Understanding
Constrained understanding of business realities
Operation rather than solution focused
5. Lack of Conviction
Unsure of interest due to limited understanding
Many times only attracted due to Brand & Compensation
High Expectations
Expectations on compensation, role & title not aligned to market realities
The Stakeholders Candidate’s Perspective
8. The Objective Pre Interview Research
Do you want to do the kind of work this Industry
/Organization/ Role involves
Will the Industry/Organization/Role provide the kind of
growth (financial, role, learning) that you aspire for
Do you have the requisite skills which this Industry
/Organization/ Role requires
Does the organization have the kind of brand power you
aspire for
Does the organization have the kind of culture you would
fit well in
Do the organization parameters of designation and
location suit you
Career Choice
Organization Choice
9. The Objective Pre Interview Research
What kind of people do they normally hire for the role
What kind of competencies would be required to be
successful at the role
What kind of person would culturally fit into the
organization/team/role
Highlight the required domain knowledge
Create the opportunity to describe how your skills &
competencies can be leveraged
Emphasize how your past achievements have prepared
you for the role on offer
Positioning Yourself
Controlling the Interview
10. The What Pre Interview Research
Key Responsibilities, Expected
Results, Span of Control,
Complexities
Culture, Statistics, Products/
Services, Current Events
Profile, Domain Expertise, Seniority, Personality
Interview Style
Economic
&
Salary
Trends
Environment
Industry
Organization
Team
Role
Panel
Key Players, New Entrants,
Current Events,
Jargon
Profiles of Key People, Reporting
Relationships, Organization Structure
12. Appraisal & Bonus Driven By
Understand job content in terms of key deliverables and expectations
Span of Control Driven By
Where does the role fit in the Organization’s Structure
Future Growth Driven By
Opportunities & Challenges
Possible growth trajectories
Relevant Competencies
Stability Driven
Life on a day to day basis
Job Description Demystifying the Role
18. Your Positioning
Positioning
What is my
personality?
What do I
offer?
Who is my
competition?
What makes
me different?
What need
do I serve?
How is this
need
Important?
21. Resume Common Errors
Typos Missing Dates JD Recreated
Spelling Mistakes Inconsistency Lengthy Introduction
Grammatical Errors Missing Data Irrelevant Data Upfront
Excessive Font Variation Abbreviations and
Jargon
Wrong Information
Large Block Text Missing Achievements Formatting
Too Lengthy Unsubstantiated
Achievements
Wrong Tense
Unflattering Photograph No Chronological Order Unsubstantiated
Competencies
Inappropriate Email Id Missing Mobile Number Layout Issue
Missing Skills/
Competencies
Irrelevant
Extracurriculars
Irrelevant Personal
Information
22. Resume Common Errors
Format Related:
Length: Total resume -Not more than 2 pages
Spacing: Listing versus crisp sentence
Fonts: No variation
Professional Profile:
Highlight relevant competency here but ensure that all of the competencies you
claim are accurate and backed up by education or work experience in your resume.
e.g.
Deep insight/ Extensive experience of working with public sector org.
Expertise in dealing with large scale & multi-dimensional projects
Dealt extensively with Utility companies / production based businesses
Motivated social services professional with eight years of experience
23. Area of Expertise/ Exposure:
Highlight more relevant one on the top
Should not be a long list-4 to 6 key ones
e.g. Brand Product Planning – Then new product introduction on top
e.g. Managed/ lead / steered large teams
e.g. Consulting- Bring forth client mgmt skills, analytical skills, industry
understanding
Resume Redrafting
26. Resume Optimizing the sweet spot
PROFESSIONAL PROFILE
Business Enablement professional with extensive experience in IT
& ITES spanning the entire Customer Engagement Lifecycle
Facilitated multi country bids with Fortune 500 clients across
geographies in India, Africa and Middle East
Proven Background in tapping of prospects, requirement analysis
and conceptualizing strategic outsourcing engagements.
Significant exposure to working with senior leadership on key
strategic projects.
Experienced Team Manager, having led a team of 7 Managers
(direct reportees).
27. Resume Optimizing the sweet spot
OVERVIEWOF PROFESSIONAL EXPERIENCE
A professional with 10 years of experience in corporate strategy,
research pre-sales support and program management. Worked on and
managed multiple projects across businesses for identifying growth
opportunities through strategic partnerships and alliances. Strong
background in managing financial services operations delivery through
large virtual teams across geographies.
KEY COMPETENCIES
New Business Set-up: Business plan design, Defining solutions,
Team build-up
Corporate Strategy: Business & Financial planning, Growth strategy
formulation
ProgramManagement:, Governance structure, Project execution
Outsourcing /Offshoring: Sourcing strategy, Vendor selection,
28. Resume Responsibilities vs Attainments
Hindustan Levers Ltd. July 2002 - December2010
Designation: Sales Manager– Delhi NCR(includes Gurgaon and Noida)
March 2008 – December2010
Responsible for driving volume and value sales in Delhi NCR region with a
turnover of Rs 30 Cr
Responsible for entire ATL and BTL activities for the region – managing
vendors, overheads and execution
Responsible for channel sales with 400 + channel partners in the region
Handling team of 10 sales managers and 30+ sales force
Driving the personal care segment in a medium market share market for
Attainments
Successfully worked on a Channel Profitability Model in Delhi along with
establishing personal care product category targeted at Category C
29. Resume Responsibilities vs Attainments
Significant Assignments Handled
Scoping, process mapping and process transition for a leading US Property
and Casualty Insurance firm
Scoping for potential outsourcing opportunities for a healthcare insurance
provider
Achievements:
IBM Values Torchbearer Award for the year 2007 – presented on Annual
Day ‘08
Special Leadership Award for project managing the conceptualization,
design and planning of the IBM Daksh Leadership event Mosaic – 2008
GEM (Going the Extra Mile) Award for the Quarter ending Sep ’07 for client
project
Client VOC of 5 on 5 for end-to-end project transition
30. Resume Academic Qualifications
Year
Institution/
University
Degree /
Certificate
Performance
2002 IMT Ghaziabad PGDM 6.03/9.00*
2000 BIT S, Pilani B.E. (Mechanical) 75.33%
1995 Army Public
School, New Delhi
Senior Secondary
(AISSCE)
78%
Academic Qualifications
Pursuing Fulltime PGDM (Marketing, Operations) from IMT, Ghaziabad
BA (Sociology, History and English Literature) from Devi Ahilya
University, Indore in 2002.
Senior Secondary (AISSCE) with Non Medical from Xaviers School,
Indore in 1999.
31. Resume Extra Curricular Activities
EXTRACURRICULARACTIVITIES
First runners-up – Marketing Strategy Proposal (HLL Campus Challenge
2012): Designed a comprehensive strategy for a new product market entry
Facilitated participation of over 600 visitors to the event, as leader of
hospitality team for the College Festival in 2012
As Captain, revitalized the Football team at EXL; led it to runners-up
position at the company’s Annual Sports Meet in 2008
Widely traveled; been to U.S.A., U.K., Germany, France, U.A.E. and Qatar
among other places
33. Interviews The Anatomy
Types
Styles
Levels
Traditional Structured Situational Behavioural
Conversationa
l
Depth Intimidating Disinterested
Preliminary
Screening
Psychometric
Testing
Group
Discussion
Technical
Screening
Line
Interview
HR
Interview
Business
Interview
Formats
One on One Panel
Competency
34. Interviews The Process Cycle
Breaking
the
ice
Evaluating
Academics
Leveraging
Personality
Reverse
QueryingWrapping
up
Proving
Performance
Steering
through the
Interview
Process
36. Response Mgmt Responding Effectively
Answer what the Interviewer wants to know and not what the Interviewer
has asked
Response should be Crisp and Concise
Responses should be substantiated
In multi faceted questions make sure each aspect of the question is
answered
Should not refer to historical data, but rather refer to data which is current
The script of the answer should be at all times consistent to the plot you
have chosen for yourself
Answer questions without being evasive
Prior to the interview clearly enumerate what you want to convey and then
create opportunities to convey the same, even if the interviewer has not
asked the relevant question
37. Response Mgmt Breaking the Ice
The Intent
To put the candidate at ease and
establish a rapport
Assess clarity of thought and
ability to respond logically and
cohesively.
Evaluate confidence and
communication skills
A broad upfront assessment of
the candidate’s interest in the
opportunity
The Gatekeepers
Poor communication skills,
including excessive talking, poor
poise/diction/grammar or
indistinctive speech
Lack of cohesiveness in
responses
Lacks general enthusiasm and
energy and appears unmotivated
personally and professionally.
Weak interpersonal skills
38. Response Mgmt Evaluating Academics
The Intent
Evaluate ability to grasp
knowledge and learn new
concepts
Assess capacity to work hard and
the drive for excellence.
Whether candidate deep dives or
has tendency to skim the surface
Capacity to relate knowledge and
learnings to real world scenarios
The Gatekeepers
Insufficient Technical
competency
No pattern or history for top
performance
Too theoretical in their
understanding
Lacks the street smartness to
correlate learnings in varying
contexts
39. Response Mgmt Proving Performance
The Intent
To Assess whether skill set and
competencies match or are
leveragable for job role
Evaluate pace of career growth
and rationale behind career
choices
Can past learning be applied in
new situations
Evaluate scalability and future
potential
How the candidate rates on
various performance parameters
The Gatekeepers
No match between skills and
the position
Not able to articulate clear
goals
No relevant work experience
Interests of candidate are too
narrow, professionally
Condemnation of past
employers
No significant or relevant
achievements to display
40. Response Mgmt Leveraging Personality
The Intent
To assess emotional maturity
To assess competencies which
are essential to successfully
delivering on the job Ability to
solve problems, take decisions,
cope with stress, prioritize etc.
Team and Organization Culture
Fitment
The Gatekeepers
Personality of the candidate
mismatched to that of the
corporate culture/ environment.
Makes excuses--evasiveness--
hedges on unfavourable factors in
record
Not a team player
Failure to demonstrate leadership
or management potential
Low on work ethic
41. Response Mgmt Role Reversal
Portrays self confidence
Conveys detail orientation & due diligence
Helps Emphasise what is important to you
Helps clarify role & current expectations
Conveys interest in role & organization
Why Asking
the right
Questions
is critical
42. Response Mgmt Questions to Ask
What do you believe is the most critical part of this job?
What will your expectations be of me in the first month/6 months/year in
this position?
What milestones does the company intend to reach in the next 5 to 10
years?
Describe the culture of the company/department
Could you explain the company structure to me?
Who would I be reporting to?
How many other people work in the team? What are their job roles?
43. Response Mgmt Role reversal Gatekeepers
Overemphasis on money (salary, benefits and vacation time)
Unrealistic expectations of beginning position responsibilities
Confused or lack of awareness about what the organization does
Did not prepare for interview by reading literature such as company brochures
or doing industry research via the Internet/newspapers
Asks no questions or asks very poor questions
44. Response Mgmt Wrapping Up
Clearly indicate your interest and motivation to take up the opportunity
If there is some information which you want to communicate, but did not get
the opportunity to do so in the interview…..now is the time
Reinforce your value proposition in your summarising statement
Make sure you have addressed the interviewers concerns
Express your enthusiasm for the position. Make known your availability for
providing clarifications & answering follow up questions
Find out the next step in the hiring process. Ask about timelines and when
feedback would be available
45. Response Mgmt Wrapping Up
Thank the Interviewer and make sure you get a business card so you can
email a thank you note
Avoid expressing neediness - make the interviewer feel that you have other
options on the table
If you think you did a terrible interview, don't show it. Confidence goes a
long way and is sometimes more important than how you answered
questions
Closing the sale is important, but your closing should be
tailored to the position; your personality the
interviewing style and the interviewer.
46. Response Mgmt Wrapping Up Gatekeepers
Merely shopping around or wants job for short time only
Did not “sell self” in the interview
Inability to accept constructive criticism or feedback
Candidate not competitive with applicant pool
Personality was arrogant, overly aggressive and /or over-confident
Unwilling to start at the bottom; expects too much too soon
Unwilling to relocate or travel for work
48. Compensation Factors that Impact
Competing Offers
Candidate Profile
Job Location
Industry Standards
Compensati
on
Determinant
s
Job Valuation
49. Compensation Negotiations
Be aware of the current compensation trends
Know the market for your skills and find out what others make at
similar jobs
Understand where you fit in the organization
Investigate how the company is doing. In this economy an
employer may really be unable to pay you more than what they
first offer
State the salary expectations with some flexibility although
pushing in the direction of target. You don't want it be a Yes or
No situation without discussion
50. Compensation Negotiations
Have a credible rationale for the salary position. The person you are
dealing with has to negotiate internally - give her the most ammunition
possible to defend his/her choice
Understand what is being offered and what will be the salary in hand
Higher the compensation, higher the organization expectation of
results and lower the threshold on time spans
Internally define your cut off point while seeking common ground
