The document provides steps and tips for conducting successful job interviews. It outlines preparing for the interview by learning about the position and company, anticipating questions, developing your own questions, and preparing references. It also discusses common interview questions, how to answer questions about salary, and why you want the specific job and company. The document then describes how to conduct the interview, including preparing the setting, explaining the format, and types of interview questions to ask about behaviors, opinions, feelings, knowledge, and background. It concludes with tips for wording questions clearly and remaining neutral during the interview.
This slide will guide other researchers that wants to collect data using Interview method. It teaches how to analyse the data as well. This was a presentation that was carried out in our research method class by our group.
This slide will guide other researchers that wants to collect data using Interview method. It teaches how to analyse the data as well. This was a presentation that was carried out in our research method class by our group.
10 important things to do during a job interview – for candidatesAnamikaJain65
A job interview allows the candidate to show a potential employer how they can make themselves shine in this role and the company. You tend to think of the interview as an audition for a job and also as a “sample” of your work because employers often see it that way.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
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Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
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A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
1. Interviewing skills
Do Your Homework
Step 1: Learn About the Position
Step 2: Learn About the Company
Step 3: Anticipate Interview Questions and
Prepare Your Responses
"Tell me about yourself."
• "Why do you want this job?”
• "What makes you the best candidate?”
• "Where do you see yourself in several years?"
• "What are your strengths and weaknesses?"
• "What do you know about our company?"
2. Step 4: Prepare Your Own Set of Questions
Develop a list of questions about the position and the company.
Interviewers love it when candidates show initiative and
interest in the job. However, don't go into small details and
avoid questions about salary and benefits
Step 5: Prepare Your References List
. Be sure to contact the references in advance so they are aware
that they may be called on your behalf. During the interview
you may be asked to provide references; therefore, have your
list of references readily available.
Typical Interview Questions
1. Describe your ideal job and/or boss.
Keep in mind the type of position that you are applying for and
try to frame your answer accordingly
3. If you don't like someone looking over your shoulder every two
minutes, you can say that your ideal boss is someone who
provides you with the opportunity to think and act independently
as well as being an active member of a team. If you feel the
need to have a manager who closely supervises you, you can
say that you enjoy working closely with your boss. Whatever
your preference, the key is to respond in a professional manner.
2. Why areyou looking for a job? Why are leaving your
current position?
You should never degrade your previous employer in any way.
That does not look good. You want to remain neutral if the real
reason you are leaving your job is due to some difficulties. You
also don't want to say that you need more money. More
appropriate responses could be that you are seeking a more
stable, challenging, rewarding, diverse environment, or that you
are seeking an opportunity to grow in your career
4. 3.What unique experience or qualifications separate you from other
candidates?
You should be comfortable in expressing those special qualities to
others, especially when interviewing for a job. It shows confidence, and
all recruiters and potential employers want confident employees.
4.What are your strengths and weaknesses?
What they want to hear are really strengths taken to a fault, such as
those indicating high expectations or an inclination to be a
perfectionist. Having high expectations or the desire to do things right
are actually strengths.
5.Describe some of your most important career accomplishments.
The interviewer certainly needs to know what you were supposed to do
at your previous jobs; however, he/she is more interested in what you
actually did. Therefore, if you were a salesperson in your last job tell
him/her the number of new contracts you brought into the organization
5. 6.What are your short-term/long-term goals?
Do not give far out, unrealistic, or unachievable
responses. What the interviewer wants to hear is that you
want to grow within the position being hired for.
7. Describe a time when you were faced with a
challenging situation and how you handled it.
This is a typical problem solving assessment. The
interviewer wants to know if you have the ability to solve
problems in an effective way. Effective being one that was
in the best interest of all those involved. A win-win
situation if you will. Before you go to your interview, think
about this carefully, so you can provide a good example of
how you solve problems
6. 8.What are your salary requirements?
The best answer to provide when the question is asked
early in the process is that you expect to be paid the
market value of the position. Of course, when you say
this, you need to know what the market value in your
area is. Another way to get around it is to ask what the
interviewer what the budget is for the position.
9. Why are you interested in this position? Our
company?
The interviewer will want to compare the reasons you
enjoyed the job being referenced with the job being
offered
7. How To Conduct an Interview
Preparation for Interview
Choose a setting with little distraction. Avoid loud lights or
noises, ensure the interviewee is comfortable (you might
ask them if they are), etc.
Explain the purpose of the interview.
Address terms of confidentiality. Note any terms of
confidentiality. Explain who will get access to their
answers and how their answers will be analyzed. If their
comments are to be used as quotes, get their written
permission to do so .
Explain the format of the interview. Explain the type of
interview you are conducting and its nature. If you want
them to ask questions, specify if they're to do so as they
have them or wait until the end of the interview.
8. Indicate how long the interview usually takes.
Tell them how to get in touch with you later if they want to.
Ask them if they have any questions before you both get
started with the interview.
Don't count on your memory to recall their answers. Ask
for permission to record the interview or bring along
someone to take notes.
9. Types of Interviews
Informal, conversational interview - no predetermined
questions are asked, in order to remain as open and
adaptable as possible to the interviewee's nature and
priorities; during the interview, the interviewer "goes with
the flow".
General interview guide approach - the guide approach is
intended to ensure that the same general areas of
information are collected from each interviewee; this
provides more focus than the conversational approach, but
still allows a degree of freedom and adaptability in getting
information from the interviewee.
Standardized, open-ended interview - here, the same open-
ended questions are asked to all interviewees (an open-
ended question is where respondents are free to choose
how to answer the question, i.e., they don't select "yes" or
"no" or provide a numeric rating, etc.);
10. this approach facilitates faster interviews that can be more
easily analyzed and compared.
Closed, fixed-response interview - where all
interviewees are asked the same questions and asked
to choose answers from among the same set of
alternatives. This format is useful for those not practiced
in interviewing
11. Types of Topics in Questions
Patton notes six kinds of questions. One can ask
questions about:
Behaviors - about what a person has done or is doing
Opinions/values - about what a person thinks about a
topic
Feelings - note that respondents sometimes respond
with "I think ..." so be careful to note that you're looking
for feelings
Knowledge - to get facts about a topic
Sensory - about what people have seen, touched, heard,
tasted or smelled
Background/demographics - standard background
questions, such as age, education, etc.
12. Sequence of Questions
Get the respondents involved in the interview as soon as
possible.
Before asking about controversial matters (such as feelings
and conclusions), first ask about some facts. With this
approach, respondents can more easily engage in the
interview before warming up to more personal matters.
Intersperse fact-based questions throughout the interview to
avoid long lists of fact-based questions, which tends to leave
respondents disengaged.
Ask questions about the present before questions about the
past or future. It's usually easier for them to talk about the
present and then work into the past or future.
The last questions might be to allow respondents to provide
any other information they prefer to add and their
impressions of the interview.
13. Wording of Questions
Wording should be open-ended. Respondents should be
able to choose their own terms when answering questions.
Questions should be as neutral as possible. Avoid wording
that might influence answers, e.g., evocative, judgmental
wording.
Questions should be asked one at a time.
Questions should be worded clearly. This includes knowing
any terms particular to the program or the respondents'
culture.
Be careful asking "why" questions. This type of question
infers a cause-effect relationship that may not truly exist.
These questions may also cause respondents to feel
defensive, e.g., that they have to justify their response,
which may inhibit their responses to this and future
questions.
14. Conducting Interview
Occasionally verify the tape recorder (if used) is working.
Ask one question at a time.
Attempt to remain as neutral as possible. That is, don't show
strong emotional reactions to their responses. Patton suggests
to act as if "you've heard it all before."
Encourage responses with occasional nods of the head, "uh
huh"s, etc.
Be careful about the appearance when note taking. That is, if
you jump to take a note, it may appear as if you're surprised or
very pleased about an answer, which may influence answers to
future questions.
Provide transition between major topics, e.g., "we've been
talking about (some topic) and now I'd like to move on to
(another topic)."
Don't lose control of the interview. This can occur when
respondents stray to another topic, take so long to answer a
question that times begins to run out, or even begin asking
questions to the interviewer.
15. Immediately After Interview
Verify if the tape recorder, if used, worked
throughout the interview.
Make any notes on your written notes, e.g., to
clarify any scratchings, ensure pages are
numbered, fill out any notes that don't make
senses, etc.
Write down any observations made during the
interview. For example, where did the interview
occur and when, was the respondent particularly
nervous at any time? Were there any surprises
during the interview