The document discusses the employment interview process from preparation through follow up. It covers researching the organization, anticipating questions, preparing your own questions, handling different types of interviews, following up after with thank you notes or messages, and other potential follow up messages like requesting more time or accepting/declining a job offer. The main goal of an interview is to determine if the applicant is a good fit for the role and organization while also allowing the applicant to assess if the job and company align with their goals. Proper preparation, research, interview skills and follow up are important for success.
Hello today we will talk about the interviewMohamed Nasser
This document provides guidance on interview skills. It discusses preparing for an interview by researching the company, rehearsing answers, and dressing professionally. It describes different types of interviews like one-on-one, group, panel, and technical interviews. During the interview, it emphasizes arriving on time, maintaining eye contact, listening carefully to questions, and keeping answers positive. The document advises asking for feedback at the end and following up with a thank you note. The overall message is to understand the interview process, prepare thoroughly by researching the role and company, and make a strong impression through professionalism and positive communication.
This document provides tips for job interviews, including researching the company and position, preparing answers to common questions, practicing mock interviews, displaying confident body language during the interview, and following up after the interview. Candidates are advised to learn about the company and interviewer, prepare a professional appearance and questions, arrive early and make eye contact, address any concerns, and send a timely thank you.
This document outlines the stages and types of job interviews, as well as tips for before, during, and after an interview. It discusses the screening, selection, and final stages of interviews. Interview formats can be structured, open-ended, for selection, promotion, appraisal, stress, or exit purposes. Interviews can take place in-person, by phone, or computer-aided. Pre-interview tips include researching the job and company, preparing answers to common questions, and bringing copies of your resume. During the interview, remain relaxed, listen carefully, ask clarifying questions if needed, and thank the interviewers. Follow up after by evaluating your performance and sending a thank you note.
This presentation provides information on interviewing candidates for jobs. It discusses the different types of interviews, including selection, appraisal, and exit interviews. It also contrasts unstructured versus structured interviews and describes different interview content approaches like situational and behavioral interviews. The presentation outlines best practices for administering interviews, such as one-on-one, sequential, panel, mass, phone/video, and computerized interviews. It identifies factors that can undermine an interview's usefulness and provides tips for designing and conducting effective structured situational interviews.
This document provides a guide for conducting a telephone reference check for a prospective employee. It includes 15 questions to ask the reference about the candidate's employment history, job performance, skills, strengths, weaknesses, and reasons for leaving their previous position. The questions seek to gather information about the candidate's quality of work, ability to handle various tasks and priorities, communication skills, problem solving and analytical abilities, relationships with peers and supervisors, experience developing new programs, dependability, initiative, ability to take on responsibility and follow instructions, computer skills, and whether the reference would reemploy the candidate.
Presentation about how to pass an interview divided into three sections before and during and after an interview and some tricks to pass most common interview types
The right staff members are the lifeblood of a successful organisation, but finding the hidden gems can sometimes feel like searching for a needle in a haystack. Thales offers a <a><em>bespoke training</em></a> course to help employers select the right candidates.
Testing Managers Meetup - #1
December 26rd 2017 18:00
QualiTest Office - Petach Tikva
Address: Yegi'a Kapayim 21 Petah Tikva (yellow building entrance B (above the Espresso bar)
QualiTest is pleased to host the First Testing Managers\leaders on:
#1-How to keep our Employees Refresh and un-bored
#2- Recruitment processֿ/Employee retention
Schedule:
18:00 - Gathering
18:30 - How to keep our Employees Fresh and un-bored with their Work
By Tali Shem Tov - CEO at QualiTest
19:15 - Break
19:30 - Recruitment and retention of employees, how and what to look for
By Zohar Frankor
20:30 -Summary.
Hello today we will talk about the interviewMohamed Nasser
This document provides guidance on interview skills. It discusses preparing for an interview by researching the company, rehearsing answers, and dressing professionally. It describes different types of interviews like one-on-one, group, panel, and technical interviews. During the interview, it emphasizes arriving on time, maintaining eye contact, listening carefully to questions, and keeping answers positive. The document advises asking for feedback at the end and following up with a thank you note. The overall message is to understand the interview process, prepare thoroughly by researching the role and company, and make a strong impression through professionalism and positive communication.
This document provides tips for job interviews, including researching the company and position, preparing answers to common questions, practicing mock interviews, displaying confident body language during the interview, and following up after the interview. Candidates are advised to learn about the company and interviewer, prepare a professional appearance and questions, arrive early and make eye contact, address any concerns, and send a timely thank you.
This document outlines the stages and types of job interviews, as well as tips for before, during, and after an interview. It discusses the screening, selection, and final stages of interviews. Interview formats can be structured, open-ended, for selection, promotion, appraisal, stress, or exit purposes. Interviews can take place in-person, by phone, or computer-aided. Pre-interview tips include researching the job and company, preparing answers to common questions, and bringing copies of your resume. During the interview, remain relaxed, listen carefully, ask clarifying questions if needed, and thank the interviewers. Follow up after by evaluating your performance and sending a thank you note.
This presentation provides information on interviewing candidates for jobs. It discusses the different types of interviews, including selection, appraisal, and exit interviews. It also contrasts unstructured versus structured interviews and describes different interview content approaches like situational and behavioral interviews. The presentation outlines best practices for administering interviews, such as one-on-one, sequential, panel, mass, phone/video, and computerized interviews. It identifies factors that can undermine an interview's usefulness and provides tips for designing and conducting effective structured situational interviews.
This document provides a guide for conducting a telephone reference check for a prospective employee. It includes 15 questions to ask the reference about the candidate's employment history, job performance, skills, strengths, weaknesses, and reasons for leaving their previous position. The questions seek to gather information about the candidate's quality of work, ability to handle various tasks and priorities, communication skills, problem solving and analytical abilities, relationships with peers and supervisors, experience developing new programs, dependability, initiative, ability to take on responsibility and follow instructions, computer skills, and whether the reference would reemploy the candidate.
Presentation about how to pass an interview divided into three sections before and during and after an interview and some tricks to pass most common interview types
The right staff members are the lifeblood of a successful organisation, but finding the hidden gems can sometimes feel like searching for a needle in a haystack. Thales offers a <a><em>bespoke training</em></a> course to help employers select the right candidates.
Testing Managers Meetup - #1
December 26rd 2017 18:00
QualiTest Office - Petach Tikva
Address: Yegi'a Kapayim 21 Petah Tikva (yellow building entrance B (above the Espresso bar)
QualiTest is pleased to host the First Testing Managers\leaders on:
#1-How to keep our Employees Refresh and un-bored
#2- Recruitment processֿ/Employee retention
Schedule:
18:00 - Gathering
18:30 - How to keep our Employees Fresh and un-bored with their Work
By Tali Shem Tov - CEO at QualiTest
19:15 - Break
19:30 - Recruitment and retention of employees, how and what to look for
By Zohar Frankor
20:30 -Summary.
This document contains an interview question list for an internship program. It includes questions in the following categories: personal understanding, job understanding, working experience, motivation for the internship, commitment to the internship, cultural adaptability, matchability, and expectation setting. The questions aim to learn about the applicant's background, skills, experience, reasons for applying, ability to adapt to a new culture and work environment, expectations, and plan for the internship period.
The document discusses different types of interviews used in hiring and performance evaluation processes. It describes unstructured interviews as conversational interviews where the interviewer follows points of interest, and structured interviews as following a set sequence of questions. It also summarizes selection interviews as predicting job performance based on responses, appraisal interviews as discussing performance ratings, and exit interviews as eliciting information about what is right or wrong with the employer.
An interview is a conversation between two or more people where the interviewer asks questions to elicit information from the interviewee. There are different types of interviews like structured, unstructured, group, and informal/formal interviews. Key components of an interview are the interviewer and interviewee. Important skills for interviews include communication, writing, listening, self-esteem, and decision making. Tips for effective interviews are to arrive on time, dress appropriately, engage with interviewers, answer questions fully, and be prepared.
7 tips for conducting an effective interviewShaheer Khalid
The document provides 7 tips for conducting an effective job interview:
1. Prepare by conducting a job analysis to generate a list of the most important job aspects and make the interview more relevant.
2. Prepare questions in advance to ensure information obtained is comprehensive and comparable between candidates.
3. Include multiple interviewers to increase reliability and make it more likely interviewers will agree on the right candidate.
4. Focus on the interview during the interview and avoid relying too heavily on subjective responses.
5. Take detailed notes to remember specifics and allow for specific feedback.
6. Be flexible in your approach but conduct each interview in a disciplined manner.
7. Ensure the interview length is appropriate, asking 4
This standalone presentation was originally created in INTE 6710 at the University of Colorado Denver. It has since been modified to better fit the needs and culture of my organization.
Attending Job Interviews - University Students and GraduatesCheryl Mills
The document provides guidance for university students and graduates on attending job interviews. It discusses preparing for an interview from the employer's perspective, understanding the organization and role, anticipating common questions, dressing appropriately, and following up after the interview. Potential interview questions are also listed covering qualifications, skills, experience, teamwork, communication, and problem-solving abilities. The document emphasizes the importance of preparation, presentation, positioning oneself as the best candidate, and persistence in the job search process.
This document provides a summary of the top 5 interview questions that are commonly asked of freshers or entry-level job candidates. The questions are intended to assess a candidate's communication skills, confidence, and composure under pressure. The top 5 questions are: 1) Tell me about yourself 2) Details about your academic qualifications and achievements 3) Why did you choose this profile and what do you know about the company? 4) Referrals from past professors or colleagues 5) What commitment and goals would you have if offered the position? Practice and experience can help candidates learn to provide the most suitable answers to clear the initial screening round of interviews.
The document provides guidelines for AIESEC Morocco's Experiential Program (EP) selection process, which has two pillars: candidate suitability with AIESEC values and project matchability. The multi-step process includes registration, an information session, assessment center exercises to evaluate skills/traits, and interviews to assess values/project fit. Review boards of 2-4 members use structured interviews, case studies, and a selection tool to evaluate candidates, determine selection, and provide feedback.
The document provides guidance on preparing for and conducting a successful interview for an internship with AIESEC. It discusses interview techniques, common applicant types, body language tips, competencies being evaluated, sample questions, and how to prepare. The interview is used to gather information about the candidate's suitability for the role. Applicants should research the position, practice answers to common questions, ask their own questions, and focus on presenting themselves as motivated, self-aware, solution-oriented, adaptable and committed. Proper preparation, a calm demeanor, clear communication and showing understanding of the role are emphasized.
An interview is a face-to-face meeting between two or more people where questions are asked to evaluate a person for a job or potential employment. Interviews can be structured, where questions are predetermined, or unstructured, where questions are more free-flowing. Interviews are used to assess a candidate's qualifications as well as soft skills like communication, problem-solving, and ability to work with others. There are different types of interviews that serve different purposes, such as stress interviews to evaluate performance under pressure or exit interviews for departing employees. Interviews provide useful information for hiring decisions but also have limitations like personal bias that interviewers must be aware of.
The document provides guidance on interview skills, including how to behave during an interview, how to answer different types of questions, and questions to ask the interviewer. It discusses preparing for capability, commitment, and compatibility questions, which assess if a candidate can do the job, will do the job, and will fit in. The document advises maintaining politeness, asking for clarification, and choosing the best examples from one's background. It also suggests using "I" instead of "we" and asking insightful questions, but not ones the interviewer cannot answer. Overall, the document outlines best practices for presenting oneself positively during an interview.
The document discusses different types of interviews and factors that affect their usefulness. It describes selection, appraisal, exit, and data collection interviews. Structured interviews follow a set sequence of questions, while unstructured interviews are more conversational. Situational, behavioral, and job-related interviews focus on how candidates would or have handled certain situations. The document also lists factors like first impressions, misunderstanding the job, and personal characteristics that can influence interviews. It provides guidelines for effective interviews, such as preparing questions based on job duties and using the same questions for all candidates.
This document provides information about the interview process from the perspectives of both the candidate and the interviewer. It discusses researching the company beforehand, appropriate interview attire and behavior, common interview question types and strategies for answering them, how to discuss past experiences using the STAR technique, body language tips, and factors that are often evaluated in interviews. The overall goals are to help candidates understand what to expect and how to make a positive impression, while obtaining information about the position and organization.
The document provides guidance on conducting effective interviews. It discusses what an interview is, different types of interviews, tips for planning and controlling interviews, dos and don'ts for interviewers, potential problems in interviews, and sample interview questions. The high-level topics covered include objectives of interviews, interview types and purposes, interviewing basics, tips, potential biases to avoid, and examples of good and poor interview questions.
Good interviewing is a skill that requires practice and doing it badly can have disastrous results. Over the years I've gathered best practices from people who know a lot more than I do and aggregated them into this brief tutorial. Enjoy!
Federal job interviews are used to assess and select qualified candidates. There are two main types of interviews: structured interviews where all candidates are asked the same questions and scores are formally recorded, and unstructured interviews where questions and scoring may vary. Interviews evaluate competencies like teamwork, communication, and problem-solving. They can be conducted in-person, by phone, or video. Candidates should thoroughly prepare by researching the agency and position, preparing examples using the STAR model, and practicing responses to common questions. Proper interview attire, behavior, questions to ask, and follow-up are also important.
The document provides tips and guidance for effective interview techniques. It discusses preparing for an interview by researching the company and position, practicing common interview questions, and reflecting on strengths and weaknesses. The interview process typically involves multiple rounds of 30-45 minute interviews with a mix of question types. Key steps include arriving early, dressing professionally, being confident and truthful, and following up after the interview. The goal is to demonstrate how experiences match the job requirements and to sell yourself as the best candidate.
This document provides tips for different types of job interviews and how to prepare and present yourself. It discusses behavioral, phone, technical, group, and stress interviews. Key tips include maintaining eye contact, having an open body language, pronouncing the interviewer's name correctly, listening carefully to questions, and being prepared to discuss your qualifications, experience, and motivation for the role. The goal is for the candidate to make a strong impression and showcase their relevant skills and fit for the position.
This document outlines the sections and requirements for a career exploration project. It includes sections on personality assessment results, chosen career and how it fits the individual's personality, education and training requirements for the career, comparisons of educational programs, paths to achieving career goals, salary information, an informational interview summary, additional research findings, issues to follow up on, concluding thoughts, and works cited. The career exploration project allows the individual to research and evaluate a potential career path based on their interests and personality.
The document discusses the job interview process and provides tips for interviews, follow-up, and negotiation. It defines different types of interviews and provides examples of common interview questions. Advice is given on preparing for an interview, including researching the employer, practicing answers, and dressing appropriately. The importance of following up after an interview with a thank you letter is also highlighted. Negotiation tips include doing research on comparable salaries before an offer and understanding the factors an employer may consider when determining compensation.
The document discusses job interview preparation and best practices. It covers:
1. Preparing for an interview by researching the company, practicing stories and answers, cleaning up online profiles, and addressing anxiety.
2. What to do during an interview, including controlling nonverbal cues, answering common questions, using the STAR method, and asking your own questions.
3. Following up after an interview by thanking the interviewer, contacting references, and following up respectfully if not contacted within a certain timeframe.
This document contains an interview question list for an internship program. It includes questions in the following categories: personal understanding, job understanding, working experience, motivation for the internship, commitment to the internship, cultural adaptability, matchability, and expectation setting. The questions aim to learn about the applicant's background, skills, experience, reasons for applying, ability to adapt to a new culture and work environment, expectations, and plan for the internship period.
The document discusses different types of interviews used in hiring and performance evaluation processes. It describes unstructured interviews as conversational interviews where the interviewer follows points of interest, and structured interviews as following a set sequence of questions. It also summarizes selection interviews as predicting job performance based on responses, appraisal interviews as discussing performance ratings, and exit interviews as eliciting information about what is right or wrong with the employer.
An interview is a conversation between two or more people where the interviewer asks questions to elicit information from the interviewee. There are different types of interviews like structured, unstructured, group, and informal/formal interviews. Key components of an interview are the interviewer and interviewee. Important skills for interviews include communication, writing, listening, self-esteem, and decision making. Tips for effective interviews are to arrive on time, dress appropriately, engage with interviewers, answer questions fully, and be prepared.
7 tips for conducting an effective interviewShaheer Khalid
The document provides 7 tips for conducting an effective job interview:
1. Prepare by conducting a job analysis to generate a list of the most important job aspects and make the interview more relevant.
2. Prepare questions in advance to ensure information obtained is comprehensive and comparable between candidates.
3. Include multiple interviewers to increase reliability and make it more likely interviewers will agree on the right candidate.
4. Focus on the interview during the interview and avoid relying too heavily on subjective responses.
5. Take detailed notes to remember specifics and allow for specific feedback.
6. Be flexible in your approach but conduct each interview in a disciplined manner.
7. Ensure the interview length is appropriate, asking 4
This standalone presentation was originally created in INTE 6710 at the University of Colorado Denver. It has since been modified to better fit the needs and culture of my organization.
Attending Job Interviews - University Students and GraduatesCheryl Mills
The document provides guidance for university students and graduates on attending job interviews. It discusses preparing for an interview from the employer's perspective, understanding the organization and role, anticipating common questions, dressing appropriately, and following up after the interview. Potential interview questions are also listed covering qualifications, skills, experience, teamwork, communication, and problem-solving abilities. The document emphasizes the importance of preparation, presentation, positioning oneself as the best candidate, and persistence in the job search process.
This document provides a summary of the top 5 interview questions that are commonly asked of freshers or entry-level job candidates. The questions are intended to assess a candidate's communication skills, confidence, and composure under pressure. The top 5 questions are: 1) Tell me about yourself 2) Details about your academic qualifications and achievements 3) Why did you choose this profile and what do you know about the company? 4) Referrals from past professors or colleagues 5) What commitment and goals would you have if offered the position? Practice and experience can help candidates learn to provide the most suitable answers to clear the initial screening round of interviews.
The document provides guidelines for AIESEC Morocco's Experiential Program (EP) selection process, which has two pillars: candidate suitability with AIESEC values and project matchability. The multi-step process includes registration, an information session, assessment center exercises to evaluate skills/traits, and interviews to assess values/project fit. Review boards of 2-4 members use structured interviews, case studies, and a selection tool to evaluate candidates, determine selection, and provide feedback.
The document provides guidance on preparing for and conducting a successful interview for an internship with AIESEC. It discusses interview techniques, common applicant types, body language tips, competencies being evaluated, sample questions, and how to prepare. The interview is used to gather information about the candidate's suitability for the role. Applicants should research the position, practice answers to common questions, ask their own questions, and focus on presenting themselves as motivated, self-aware, solution-oriented, adaptable and committed. Proper preparation, a calm demeanor, clear communication and showing understanding of the role are emphasized.
An interview is a face-to-face meeting between two or more people where questions are asked to evaluate a person for a job or potential employment. Interviews can be structured, where questions are predetermined, or unstructured, where questions are more free-flowing. Interviews are used to assess a candidate's qualifications as well as soft skills like communication, problem-solving, and ability to work with others. There are different types of interviews that serve different purposes, such as stress interviews to evaluate performance under pressure or exit interviews for departing employees. Interviews provide useful information for hiring decisions but also have limitations like personal bias that interviewers must be aware of.
The document provides guidance on interview skills, including how to behave during an interview, how to answer different types of questions, and questions to ask the interviewer. It discusses preparing for capability, commitment, and compatibility questions, which assess if a candidate can do the job, will do the job, and will fit in. The document advises maintaining politeness, asking for clarification, and choosing the best examples from one's background. It also suggests using "I" instead of "we" and asking insightful questions, but not ones the interviewer cannot answer. Overall, the document outlines best practices for presenting oneself positively during an interview.
The document discusses different types of interviews and factors that affect their usefulness. It describes selection, appraisal, exit, and data collection interviews. Structured interviews follow a set sequence of questions, while unstructured interviews are more conversational. Situational, behavioral, and job-related interviews focus on how candidates would or have handled certain situations. The document also lists factors like first impressions, misunderstanding the job, and personal characteristics that can influence interviews. It provides guidelines for effective interviews, such as preparing questions based on job duties and using the same questions for all candidates.
This document provides information about the interview process from the perspectives of both the candidate and the interviewer. It discusses researching the company beforehand, appropriate interview attire and behavior, common interview question types and strategies for answering them, how to discuss past experiences using the STAR technique, body language tips, and factors that are often evaluated in interviews. The overall goals are to help candidates understand what to expect and how to make a positive impression, while obtaining information about the position and organization.
The document provides guidance on conducting effective interviews. It discusses what an interview is, different types of interviews, tips for planning and controlling interviews, dos and don'ts for interviewers, potential problems in interviews, and sample interview questions. The high-level topics covered include objectives of interviews, interview types and purposes, interviewing basics, tips, potential biases to avoid, and examples of good and poor interview questions.
Good interviewing is a skill that requires practice and doing it badly can have disastrous results. Over the years I've gathered best practices from people who know a lot more than I do and aggregated them into this brief tutorial. Enjoy!
Federal job interviews are used to assess and select qualified candidates. There are two main types of interviews: structured interviews where all candidates are asked the same questions and scores are formally recorded, and unstructured interviews where questions and scoring may vary. Interviews evaluate competencies like teamwork, communication, and problem-solving. They can be conducted in-person, by phone, or video. Candidates should thoroughly prepare by researching the agency and position, preparing examples using the STAR model, and practicing responses to common questions. Proper interview attire, behavior, questions to ask, and follow-up are also important.
The document provides tips and guidance for effective interview techniques. It discusses preparing for an interview by researching the company and position, practicing common interview questions, and reflecting on strengths and weaknesses. The interview process typically involves multiple rounds of 30-45 minute interviews with a mix of question types. Key steps include arriving early, dressing professionally, being confident and truthful, and following up after the interview. The goal is to demonstrate how experiences match the job requirements and to sell yourself as the best candidate.
This document provides tips for different types of job interviews and how to prepare and present yourself. It discusses behavioral, phone, technical, group, and stress interviews. Key tips include maintaining eye contact, having an open body language, pronouncing the interviewer's name correctly, listening carefully to questions, and being prepared to discuss your qualifications, experience, and motivation for the role. The goal is for the candidate to make a strong impression and showcase their relevant skills and fit for the position.
This document outlines the sections and requirements for a career exploration project. It includes sections on personality assessment results, chosen career and how it fits the individual's personality, education and training requirements for the career, comparisons of educational programs, paths to achieving career goals, salary information, an informational interview summary, additional research findings, issues to follow up on, concluding thoughts, and works cited. The career exploration project allows the individual to research and evaluate a potential career path based on their interests and personality.
The document discusses the job interview process and provides tips for interviews, follow-up, and negotiation. It defines different types of interviews and provides examples of common interview questions. Advice is given on preparing for an interview, including researching the employer, practicing answers, and dressing appropriately. The importance of following up after an interview with a thank you letter is also highlighted. Negotiation tips include doing research on comparable salaries before an offer and understanding the factors an employer may consider when determining compensation.
The document discusses job interview preparation and best practices. It covers:
1. Preparing for an interview by researching the company, practicing stories and answers, cleaning up online profiles, and addressing anxiety.
2. What to do during an interview, including controlling nonverbal cues, answering common questions, using the STAR method, and asking your own questions.
3. Following up after an interview by thanking the interviewer, contacting references, and following up respectfully if not contacted within a certain timeframe.
This document provides a summary of key concepts related to IT hardware, including:
1) It discusses the electronic components of hardware like transistors, binary numbers, and character encoding that allow processing and storage of data.
2) It describes the major components of processing hardware like the CPU, memory, and how instructions are executed.
3) It outlines different types of input and output hardware devices that allow entering and displaying of data, as well as various storage options for large amounts of data.
Messages that Matter: Making the Most of Media InterviewsJennifer Seyler
Effective media pitches should be tailored to the specific publication or outlet. Pitches should demonstrate an understanding of the audience and approach of the outlet. Pitches need a compelling headline and news angle to grab the editor's attention. Successful pitches also highlight the expert's unique qualifications and ability to provide an engaging story on the topic.
This document discusses the process of interviewing for employment and following up after an interview. It begins by listing the learning objectives, which include defining the purpose of application letters, describing the interview process and what employers look for, and explaining how to follow up after an interview. The document then covers how to write effective application letters and outlines the AIDA approach. It describes the typical sequence of interviews, common types of interviews, and how to prepare for an interview. Finally, it discusses following up after an interview through thank you messages, inquiries, or letters of acceptance, decline, or resignation.
The document discusses improving business writing skills. It recommends having good teaching materials with model documents, an effective writing process, a trainer, and practice. The writing process involves prewriting like analyzing the purpose and audience, identifying the purpose, and selecting the best communication channel. Factors that determine the best channel include importance, feedback needs, permanence needs, cost, and formality. The document also discusses choosing positive, inclusive, and clear language appropriate for the audience.
This chapter discusses the importance of communication skills for career success. It outlines trends in the modern workplace like increased emphasis on teams and information sharing that require strong communication abilities. The chapter then covers the basic process of communication and potential barriers like distractions. It provides tips for becoming an active listener and improving nonverbal communication skills. Cultural differences in communication are also examined, with examples of how beliefs are reflected differently across proverbs. The chapter concludes with recommendations for communicating effectively with multicultural audiences.
The document provides tips for preparing for a job interview, including dealing with anxiety, researching the company, common types of interviews, questions to expect, appropriate attire, and follow up. It cautions against several applicant "bloopers" such as arriving sick, unprepared or under the influence. The key is to be prepared, professional and avoid oversharing personal details.
This document discusses non-verbal communication and its various forms and functions. It defines non-verbal communication as communicating through body language, gestures, eye contact, space, and other means without using words. It identifies five primary functions of non-verbal communication: expressing emotions, attitudes, accompanying speech, self-presentation, and rituals like greetings. Specific types discussed include kinesics (body language), proxemics (use of space), haptics (touch), chronemics (time) and paralanguage (vocal tones). Key aspects of body language such as posture, gestures, facial expressions, and their meanings are also outlined.
This document discusses different types of communication, including formal vs informal, oral vs written, internal vs external, and verbal vs non-verbal communication. It provides examples of each type and notes that communication can be through spoken words, written words, pictures, body language, gestures, facial expressions and more. Formal communication is associated with organizational structures while informal occurs casually between acquaintances. Oral communication includes conversations while written is through documented messages. Internal communication is within an organization and external is with outside parties. Verbal uses words while non-verbal relies on body language and facial expressions to convey messages.
The document provides tips for successful interviewing, including how to prepare, common questions asked, strategies for the interview, dress guidelines, how to participate in the interview through examples and eye contact, and following up with a thank you letter within 24 hours.
The document provides an overview of essential interview skills presented by Vinh Nguyen. It discusses preparing for interviews through researching the company and role, rehearsing answers, and dressing appropriately. It also covers types of interviews like behavioral and phone interviews. Body language, communication skills, dealing with nerves, and closing the interview are also summarized.
The document provides tips for a five part interview process: 1) Prepare before the interview by researching the company and dressing professionally. 2) Greet the interviewer positively. 3) Maintain good posture and provide thorough, honest answers to questions. 4) Ask relevant questions and follow up appropriately. 5) Send a thank you note after and follow up respectfully about the hiring decision. Key advice includes arriving early, making eye contact, having questions prepared, and following up to show continued interest in the position.
Practical Tips For Finding An Academic or Research Library Librarian Position...Brian W. Keith
The document provides practical tips for finding an academic librarian position in a tough job market. It discusses developing strong application materials that directly address the job posting, preparing thoroughly for interviews by researching the organization and position, and following up appropriately after interviews. Key recommendations include tailoring all application documents and messages to highlight relevant qualifications, practicing interview skills, and learning about the hiring institution, department, and people involved in the search process.
This document provides guidance on interview skills, including how to prepare for an interview, what to expect during an interview, common interview questions, tips for answering questions, and dos and don'ts. It discusses researching the company and position, anticipating questions to have relevant examples prepared, and practicing answers. During an interview, it describes the three typical parts - introduction, body, and closing. It provides tips for making a good impression through positive body language and advice on asking questions and following up after the interview.
The document summarizes the results of a survey of employers about their recruiting preferences and best practices for job seekers. Some key findings include:
- Employers prefer resumes and cover letters be emailed as attachments.
- The most important things looked for in resumes are work/internship experience, major/degree, and qualifications/accomplishments.
- Common complaints about resumes include errors, lack of experience, and an unprofessional format.
- Relevant work experience and education are top factors influencing inviting a candidate for an interview.
- Personality, examples in answers, passion for the position, and attitude stand out most in interviews.
- Thank you notes are generally considered important, preferably
This document provides information about interviews for a job or course. It discusses preparing for different types of interviews, including structured, unstructured, panel, group, behavioral, situational, stress and telephone interviews. It offers tips for successful interviews such as dressing appropriately, being prepared with examples of your skills and experience, asking questions, and following up after the interview. The document also covers common interview questions, competency-based interviews, psychometric tests and dos and don'ts for interviews.
This document provides guidance on preparing for a job interview. It discusses researching the employer and position, knowing your own qualifications and work experience, practicing interview skills, and presenting yourself professionally during the interview. Key points include dressing appropriately, arriving early, having questions prepared, being able to provide examples of your skills and achievements, and following up after the interview with a thank you note. The document also provides sample interview questions and tips for making a good impression.
Becoming an Effective Interviewer PresentationJenny Sommers
This document provides guidance on becoming an effective interviewer. It discusses identifying different types of interviews, strategies for different stages of interviewing including preparation, conducting the interview using the STAR model, expected questions, tips, and evaluation. Preparation involves self-exploration, researching the employer and position. Conducting the interview covers behavioral questions, the STAR technique, questions to expect and ask. Evaluation includes follow-up, assessing job fit, and improving for next time. The presentation aims to help interviewees succeed.
The person who gets the job is not always the most qualified, but the one who interviews the best. And in a tough economy, the interview plays an even greater role in landing the position you want. In this session, learn tips on preparing for an interview so that you present as a confident, interested, skilled professional who is right for the position. Brought to you by ADVANCE for Nurses. Merion Publications Inc. is an approved provider of continuing nursing education by the Pennsylvania State Nurses Association (No. 221-3-O-09), an accredited approver by the American Nurses Credentialing Center’s Commission on Accreditation.
The document provides guidance on preparing for and participating in job interviews. It discusses researching the employer and position, practicing common interview questions and examples to provide, different types of interviews like competency and group interviews, and assessments that may be included like psychometric tests. Preparation such as practicing answers to typical questions and identifying relevant experiences is emphasized to make the best impression and highlight how you meet the job requirements.
This document provides guidance on how to successfully prepare for and participate in a job interview. It discusses researching the employer and position, practicing common interview questions, competency-based interviews, and following up after the interview. Key recommendations include preparing examples of your relevant skills and experiences, researching the employer and position thoroughly, practicing your responses, and asking questions of your own. The document also covers other types of interviews like telephone, group, panel, and assessment centers which may include activities, presentations, and tests.
This document provides an overview of the recruitment and selection process, including manpower planning, setting job specifications, advertising positions, shortlisting candidates, conducting interviews and assessments, making offers, and onboarding new hires. It discusses different types of interviews, such as phone, one-on-one, panel, and video interviews. It offers tips for interview preparation including researching the organization and job, analyzing one's skills and qualifications, and developing an interview file. The document provides guidance on interview etiquette, body language, common interview questions, strategies for answering questions, and following up after the interview.
This is my very first presentation during my pursuance of MBA.
It was a presentation in a group of Eight.
It is all about the various kinds of Interviews and the Dos and Donts of Interviews.
Other types of job interviews:
1. Behavioral Interviews: Behavioral based interviewing is interviewing based on discovering how the interviewee acted in specific employment-related situations. Example: Behavioral Interview and STAR (Situation, Task, Action, Result) interview
2. Case Interviews: Case interviews are used most often in management consulting and investment banking interviews and require interviewees to demonstrate their analytical ability and problem-solving skills.
3. Competency Based Interviews: Competency based interviews require interviewees to give specific examples of times in which they demonstrated particular skills or attitudes. Here's information on how they work, how to prepare, as well as sample questions.
4. Phone Interviews: While interviewer actively job searching, it's important to be prepared for a phone interview on a moment's notice. Here's how to prepare for a telephone interview.
5. Second Interviews: Interviewee passed the first interview with flying colors and interviewee just got a call to schedule a second interview. Here are suggestions on how to use interviewer second job interview to help secure an offer.
6. Structured Interview: A structured interview is a standardized method of comparing job candidates. A structured interview format is typically used when an employer wants to assess and compare candidates impartially. If the position requires specific skills and experience, the employer will draft interview questions focusing exactly on the abilities the company is seeking.
7. Unstructured Job Interview: An unstructured interview is a job interview in which questions may be changed based on the interviewee's responses. While the interviewer may have a few set questions prepared in advance, the direction of the interview is rather casual, and questions flow is based on the direction of the conversation. Unstructured interviews are often seen as less intimidating than formal interviews. However, because each interviewee is asked different questions, this method is not always reliable.
8. Tele Conference Interview: Tips and suggestions for successfully interviewing via video.
9. Stress Interview: It is conducted to evaluate the behavior of the candidate under stressful conditions. How does a can¬didate react to stress? Whether they remain quiet and calm or becomes stressed, can be judged by creating different stressful conditions around, and the case with which they get out of it indicates their stress-handling capacity in future.
10. Panel Interview: A selection committee appointed for interviewing candidates is called a panel. It generally consists of three or more members who collectively perform the task of selection. The final decision is taken with the consent of all panel members.
This document provides guidance on preparing for and succeeding in job interviews. It discusses researching the employer and position, practicing common interview questions and examples of relevant experience, and tips for the interview such as dressing appropriately and maintaining good body language. Different types of interviews like competency-based, group, panel, and telephone interviews are also covered. The document recommends preparing questions to ask the interviewer and reviewing interview performance for future opportunities.
The document provides guidance on preparing for and excelling at interviews. It discusses typical interview structures, how to answer behavioral interview questions using the STAR format, and common questions interviewers may ask. The key recommendations are to research the company, prepare examples of your skills and accomplishments using the STAR method, develop questions for the interviewer, and practice your responses. The goal is to demonstrate how your qualifications align with the job requirements and convince the interviewer you are the best candidate.
The document provides guidance on preparing for and excelling at interviews. It discusses typical interview structures, how to answer behavioral interview questions using the STAR format, and common questions interviewers may ask. The key recommendations are to research the company, prepare examples of your skills and accomplishments using the STAR method, develop questions for the interviewer, and practice your responses. The goal is to demonstrate how your qualifications align with the job requirements and convince the interviewer you are the best candidate.
The document provides information about job interviews from both the employer and candidate perspectives. It discusses the employer's objective to find the best candidate for the role by assessing skills, motivation, and fit. Employers seek candidates with strong communication, intelligence, enthusiasm, and interpersonal skills. The document advises candidates to research the company, prepare examples of their relevant qualifications, and practice answering common interview questions in order to impress the employer and land the desired position.
Training for Human Resources (HR) - Recruitment & Selection Teams in performing a professional interviews with vacancies' candidates.
we will be talking about what is done before the interview (planning phase), and during the interview (conducting the interview), and after the interview (measuring the success).
The document provides guidance on preparing for and participating in a job interview. It discusses the typical structure of an interview including the introduction, body and closing. It offers tips for researching the company and role, anticipating questions, practicing responses, and presenting one's qualifications and fit for the position. Body language, different types of interviews, and closing the interview successfully are also addressed.
The document provides guidance on interview skills and preparation. It discusses typical interview structures, behavioral interviews, and preparation techniques. Key points include outlining the common structure of interviews, the importance of examples using the STAR format to demonstrate skills and experiences, preparing questions for the interviewer, and practicing delivery. The document emphasizes being prepared with researched company information, examples of skills required for the role, and confidence in oneself.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against developing mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
The document compares flooding in Pakistan and Australia in 2010-2011. The Pakistan floods affected over 20 million people, caused over $43 billion in damages, and resulted in more than 2000 deaths across several provinces. In contrast, the Australian floods directly affected fewer people, caused approximately $2 billion in damages, and resulted in only 1 confirmed death across several central and northern Victorian cities and towns. The document also notes differences in medical aid staff and Angelina Jolie's involvement between the two flood events.
The document provides an overview of information systems and networking concepts. It discusses client/server architecture and how processing is shared between clients and servers. It also describes the network layer model and how data is packaged and routed. Additionally, it covers local area networks, wireless networks, and the Internet as a network of networks that connects computers globally.
The document provides an overview of operating systems and application software. It discusses how the operating system manages hardware resources and allows multiple programs to run concurrently. It also describes common types of application software like word processors, spreadsheets, databases, and web browsers. The document explains that while companies typically use commercially available software, customized software may be developed internally using programming languages to gain a competitive advantage.
This document provides an overview of key concepts in information systems, including databases, data storage methods, information integration challenges, business intelligence, and how organizations use IT to support business activities. It describes the core components of IT infrastructure including hardware, software, networks and how they work together. It also discusses databases, data organization, data storage and sharing methods, and how IS supports business transactions and processes.
This document summarizes the key points from the introduction chapter of the textbook "Information Systems: Creating Business Value". It discusses the importance of knowledge work and knowledge workers in modern businesses. It defines key terms like data, information, information systems, and different types of IS. It also explains how factors like globalization and the internet are impacting businesses and their need for timely access to data and information.
The document provides an overview of using SQL to query relational databases, logical modeling to create relational databases, and querying multitable databases. It also discusses using XML for data transfer.
Specifically, it covers: using SQL to query single and multitable databases; logical modeling using entity-relationship diagrams; converting entity-relationship diagrams into relational data models; and performing JOIN operations to query relationships across multiple tables.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses planning effective business messages through a three-step writing process of planning, writing, and completing. It emphasizes analyzing the purpose and audience, gathering relevant information, and providing accurate information through the appropriate communication channel while relating positively to the audience and maintaining the company's image.
The document discusses various aspects of searching for employment, including what employers look for in candidates, organizing one's job search approach, tips for writing resumes and application letters, and submitting resumes both physically and online. It covers resume formatting and content, common resume problems to avoid, and cultural considerations for employment messages depending on the audience.
This document provides guidance on writing effective bad news messages. It discusses two approaches - the direct approach and indirect approach. The direct approach clearly states the bad news in the second step, while the indirect approach buffers the bad news by discussing positive topics first before stating the bad news. Both approaches recommend providing reasons for the decision, focusing on solutions over problems, and maintaining a positive tone. The document also discusses strategies for different types of bad news messages like requests, organizational changes, and employment decisions.
The document outlines different types of routine, good-news, and goodwill messages and provides tips for writing each type of message in 3 steps: stating the request, explaining and justifying the request, and closing the message. The types of messages include routine requests, claims and adjustments, requests for information and action, good news announcements, and goodwill messages.
This document outlines the steps for completing business messages, including a three-step writing process of planning, writing, and completing. It discusses moving past the first draft to focus on content, style, tone, organization, and readability. The document also covers starting the revision process, reviewing for readability, editing for clarity, focusing on conciseness, revising with technology, document design elements, professional image, proofreading the final message, and distributing the message.
The document discusses organizing and structuring business messages. It recommends a three-step writing process of planning, writing, and completing. Good organization clarifies the subject and purpose, logically groups ideas, and excludes irrelevant information. Organizing the message involves defining the main idea, limiting the scope, grouping support, and establishing the sequence. There are three types of messages - routine, persuasive, and bad news - each with different audience reactions and approaches. Composing the message requires the right style, tone, sentences, and paragraphs.
The document discusses organizing and structuring business messages. It recommends a three-step writing process of planning, writing, and completing. Good organization clarifies the subject and purpose, logically groups ideas, and excludes irrelevant information. Organizing the message involves defining the main idea, limiting the scope, grouping support, and establishing the sequence. There are three types of messages - routine, persuasive, and bad news - each with different audience reactions and approaches. Composing the message requires the right style, tone, sentences, and paragraphs.
The document discusses planning effective business messages through a three-step writing process of planning, writing, and completing. It emphasizes analyzing the purpose and audience, gathering relevant information, and providing accurate information through the appropriate communication channel while relating positively to the audience and maintaining the company's image.
This document discusses effective communication and teamwork, including types of teams, roles within teams, decision making processes, conflict resolution, cooperation, meetings, listening skills, barriers to listening, nonverbal communication, and maximizing nonverbal skills. It provides an overview of team dynamics and processes, challenges that can arise, and strategies for resolving issues and working collaboratively.
This document discusses effective business communication and provides recommendations. It covers topics like the benefits of strong communication, characteristics of effective messages, internal and external communication channels, barriers to communication, and how to develop efficient messages and overcome challenges through audience-centered and ethical approaches. The goal is to achieve success through practical, clear, persuasive communication tailored to stakeholders.
The 7 C's of communication are:
1. Completeness - ensuring the message contains all relevant information for the intended reaction or response.
2. Conciseness - composing the message briefly while including all key points.
3. Consideration - keeping the audience in mind when composing the message and focusing on their benefits or interests.
4. Concreteness - making statements specific rather than general to avoid misunderstanding.
5. Clarity - composing the message so the receiver understands it clearly.
6. Courtesy - using respectful words appropriate for the audience.
7. Correctness - carefully attending to grammar, mechanics, accuracy and appropriate language level.
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The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...YourLegal Accounting
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In World Expo 2010 Shanghai – the most visited Expo in the World History
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China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
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That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
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2. Employment Interviews Organization’s Main Objective Applicant’s Main Objective Match Applicants with the Organization Match Goals and Capabilities with the Job
3. The Typical Sequence of Interviews Applicant’s Objectives Employer’s Objectives Hiring Decision The Interview Process Screening Stage Selection Stage Final Stage
10. Preparing for the Job Interview Build Your Confidence Plan to Look Good Polish Your Interview Style Arrive Prepared
11. Handling the Actual Interview Screening Interview Selection Interview Final Interview Cover Your Strong Points Emphasize Your Personality Differentiate Yourself
14. Questions and Answers Asking Questions Listening to the Interviewer Dealing with Personal Questions Answering Questions
15. The Close of the Interview Concluding Gracefully Discussing Salary Reviewing Notes
16. Following Up After the Interview Thank-You Messages Inquiry Messages
17. Other Types of Follow-up Messages Requesting More Time Declining an Offer Accepting an Offer Resigning From a Job
Editor's Notes
An employment interview is a formal meeting during which both employer and applicant ask questions and exchange information. These meetings have a dual purpose: (1) the organization's main objective is to find the best person available for the job by determining whether the applicant and the organization are a good match, and (2) the applicant's main objective is to find the job best suited to his or her goals and capabilities.
Most employers interview an applicant two or three times before deciding to make a job offer. Applicants often face a sequence of interviews, each with a different purpose. First is the preliminary screening stage, which is generally held on campus and which helps employers screen out unqualified applicants. Interviews at the screening stage are fairly structured, so applicants are often asked roughly the same questions. Your best approach to an interview at the screening stage is to follow the interviewer's lead. The next stage of interviews helps the organization narrow the field a little further. Typically, if you're invited to visit a company, you will talk with several people: a member of the human resources department, one or two potential colleagues, and your potential supervisor. Your best approach during this selection stage of interviews is to show interest in the job, relate your skills and experience to the organization's needs, listen attentively, ask insightful questions, and display enthusiasm. If the interviewers agree that you're a good candidate, you may receive a job offer, either on the spot or a few days later by phone or mail. In other cases, you may be invited back for a final evaluation by a higher-ranking executive who has the authority to make the hiring decision and to decide on your compensation. An underlying objective of the final stage is often to sell you on the advantages of joining the organization.
Organizations use various types of interviews to discover as much as possible about applicants. A structured interview is generally used in the screening stage. Here the employer controls the interview by asking a series of prepared questions in a set order. In contrast, the open-ended interview is less formal and unstructured, with a relaxed format. The interviewer poses broad, open-ended questions and encourages the applicant to talk freely. Some organizations perform group interviews , meeting with several candidates simultaneously to see how they interact. This type of interview is useful for judging interpersonal skills. Perhaps the most unnerving type of interview is the stress interview , which is set up to see how well a candidate handles stressful situations (an important qualification for certain jobs). During a stress interview you might be asked pointed questions designed to irk or unsettle you. You might be subjected to long periods of silence, criticisms of your appearance, deliberate interruptions, and abrupt or even hostile reactions by the interviewer. The video interview is becoming more popular. Many large companies use videoconferencing systems to screen middle-management candidates or to interview new recruits at universities. Another modern twist is the situational interview, in which an interviewer describes a situation and asks, “How would you handle this?”
When it comes down to it, every job has basic qualifications. Employers first look for two things: evidence that a candidate will fit in with the organization and proof that the person can handle a specific job.
Three types of preemployment tests frequently administered by companies are job-skills tests, psychological tests, and drug tests. Job-skills tests, the most common type, are designed to assess competency or specific abilities needed to perform a job. Psychological tests usually take the form of questionnaires. These tests can be used to assess overall intellectual ability, attitudes toward work, interests, managerial potential, or personality characteristics—including dependability, commitment, and motivation. Approximately 45 percent of all companies now require applicants to undergo drug and alcohol testing, and this percentage is expected to rise for two reasons: (1) Companies seek to avoid the increased costs and reduced productivity associated with drug abuse in the workplace (estimated to cost industry some $100 billion a year), and (2) studies show that substance abusers have two to four times as many accidents as other employees and that drug use can be linked to 40 percent of industrial fatalities.
When planning your employment search, you probably already researched the companies you sent your résumé to. But now that you've been invited for an interview, you'll want to fine-tune your research and brush up on the facts you've collected (see Table 18.2). Today’s companies expect serious candidates to demonstrate an understanding of the company’s operations, its market, and its strategic and tactical problems. Learning about the organization and the job enables you to show the interviewer just how you will meet the organization's particular needs.
Planning ahead for the interviewer's questions will help you handle them more confidently and intelligently. Moreover, you will want to prepare intelligent questions of your own. Y ou can expect to be asked about your achievements, skills, and goals, as well as about your attitude toward work and school, your relationships with others, and occasionally your hobbies and interests. As Table 18.3 in the text shows, you can expect questions from the following categories: college, employers and jobs, personal attitudes and preferences, and work habits.
Before the interview, prepare a list of about a dozen questions you need answered in order to evaluate the organization and the job. Don't limit your questions to those you think will impress the interviewer, or you won't get the information you’ll need to make a wise decision if and when you're offered the job. Here’s a list of some things you might want to find out: Are these my kind of people? Can I do this work? Will I enjoy the work? Is the job what I want? Does the job pay what I'm worth? What kind of person would I be working for? What sort of future can I expect with this organization? Rather than bombarding the interviewer with these questions the minute you walk in the room, use a mix of formats to elicit this information. Take your list of questions to the interview on a notepad. If you need to, jot down brief notes during the meeting, and be sure to record answers in more detail afterward. Having a list of questions should impress the interviewer with your organization and thoroughness. It will also show that you're there to evaluate the organization and the job as well as to sell yourself.
By building your confidence, you'll make a better impression. The best way to counteract any apprehension is to remove its source. You may feel shy or self-conscious because you think you have some flaw that will prompt others to reject you. Bear in mind, however, that you're much more conscious of your limitations than other people are. Confidence helps you walk into an interview, but once you're there, you want to give the interviewer an impression of poise, good manners, and good judgment. Some job seekers hire professional coaches and image consultants to create just the right impression. You can develop an adept style by staging mock interviews with a friend. Physical appearance is important because clothing and grooming reveal something about a candidate's personality and professionalism. When it comes to clothing, the best policy is to dress conservatively. Plan to take a small notebook, a pen, a list of the questions you want to ask, two copies of your résumé (protected in a folder), an outline of what you have learned about the organization, and any past correspondence about the position. You may also want to take a small calendar, a transcript of your college grades, a list of references, and a portfolio containing samples of your work, performance reviews, and certificates of achievement. In an era when many people exaggerate their qualifications, visible proof of your abilities carries a lot of weight.
How you handle a particular interview depends on where you stand in the interview process. If you're being interviewed for the first time, your main objective is to differentiate yourself from the many other candidates who are also being screened. Just be sure the trait you accentuate is relevant to the job in question. In addition, you'll want to be prepared in case an employer expects you to demonstrate a particular skill (perhaps problem solving) during the screening interview. If you progress to the initial selection interview, broaden your sales pitch. Instead of telegraphing the &quot;headline,&quot; give the interviewer the whole story. Touch briefly on all your strengths, but explain three or four of your best qualifications in depth. At the same time, probe for information that will help you evaluate the position objectively. As important as it is to get an offer, it's also important to learn whether the job is right for you. If you're asked back for a final visit, your chances of being offered a position are quite good. At this point, you'll talk to a person who has the authority to make an offer and negotiate terms. This individual may have already concluded that your background is right for the job and may be more concerned with sizing up your personality. Both you and the employer need to find out whether there is a good psychological fit. Be honest about your motivations and values. If the interview goes well, your objective should be to clinch the deal on the best possible terms.
Regardless of where you are in the interview process, every interview will proceed through three stages: the warm-up, the question-and-answer session, and the close.
Of the three stages, the warm-up is the most important, even though it may account for only a small fraction of the time you spend in the interview. Psychologists say that 50 percent of an interviewer's decision is made within the first 30 to 60 seconds, and another 25 percent is made within 15 minutes. If you get off to a bad start, it's extremely difficult to turn the interview around. Body language is important at this point. Because you won't have time to say much in the first minute or two, you must sell yourself nonverbally. Begin by using the interviewer's name if you're sure you can pronounce it correctly. If the interviewer extends a hand, respond with a firm but gentle handshake, and wait until you’re asked to be seated. Let the interviewer start the discussion, and listen for cues that tell you what he or she is interested in knowing about you as a potential employee.
Questions and answers will consume the greatest part of the interview. The interviewer will ask you about your qualifications and discuss many of the points mentioned in your résumé. You'll also be asking questions of your own. Let the interviewer lead the conversation, and never answer a question before he or she has finished asking it. Tailor your answers to make a favorable impression. Don't limit yourself to yes or no answers. If you're asked a difficult question, be sure you pause to think before responding. If you periodically ask a question or two from the list you've prepared, you'll not only learn something but also demonstrate your interest. Paying attention when the interviewer speaks can be as important as giving good answers or asking good questions. Listening should make up about half the time you spend in an interview. The interviewer's facial expressions, eye movements, gestures, and posture may tell you the real meaning of what is being said. Be especially aware of how your comments are received. Employers cannot legally discriminate against a job candidate on the basis of race, color, gender, age (from 40 to 70), marital status, religion, national origin, or disability. If you are asked personal questions, how you respond depends on how badly you want the job, how you feel about revealing the information asked for, what you think the interviewer will do with the information, and whether you want to work for a company that asks such questions.
Like the opening, the end of the interview is more important than its duration would indicate. In the last few minutes, you need to evaluate how well you've done. You also need to correct any misconceptions the interviewer might have. You can generally tell when the interviewer is trying to conclude the session. He or she may ask if you have any more questions, sum up the discussion, change position, or indicate with a gesture that the interview is over. When you get the signal, respond promptly, but don't rush. Be sure to thank the interviewer for the opportunity and express an interest in the organization. If you can do so comfortably, try to pin down what will happen next, but don't press for an immediate decision. If you do receive an offer during the interview, you'll naturally want to discuss salary. However, let the interviewer raise the subject. If asked your salary requirements, say that you would expect to receive the standard salary for the job in question. If you don't like the offer, you might try to negotiate, provided you're in a good bargaining position and the organization has the flexibility to accommodate you. If yours is a typical job search, you'll have many interviews before you accept an offer. For that reason, keeping a notebook interview notes can help you refresh your memory of each conversation. As soon as the interview ends, jot down the names and titles of the people you met. Briefly summarize the interviewer's answers to your questions. Then evaluate your performance.
Touching base with the prospective employer after the interview, either by phone or in writing, shows that you really want the job and are determined to get it. The two most common forms of follow-up are the thank-you message and the inquiry. These messages are often handled by letter, but an e-mail or a phone call can be just as effective, particularly if the employer seems to favor a casual, personal style. Express your thanks within two days after the interview, even if you feel you have little chance for the job. Acknowledge the interviewer's time and courtesy, and restate the specific job you're applying for. Convey your continued interest, then ask politely for a decision. Even if the interviewer has said that you are unqualified for the job, a thank-you message may keep the door open. If you're not advised of the interviewer's decision by the promised date or within two weeks, you might make an inquiry. A letter of inquiry is particularly appropriate if you've received a job offer from a second firm and don't want to accept it before you have an answer from the first.
Other types of follow-up messages are sent only in certain cases—letters requesting a time extension, letter of acceptance, letter declining a job offer, and letter of resignation. If you receive a job offer while other interviews are still pending, you'll probably want more time to decide, so write to the offering organization and ask for a time extension. Preface your request with a friendly opening. Ask for more time, stressing your enthusiasm for the organization. Conclude by allowing for a quick decision if your request for additional time is denied. Ask for a prompt reply confirming the time extension if the organization grants it. When you receive a job offer that you want to accept, reply within five days. Begin by accepting the position and expressing thanks. Identify the job that you're accepting. In the next paragraph, cover any necessary details. Conclude by saying that you look forward to reporting for work. After all your interviews, you may find that you need to write a letter declining a job offer. The bad-news plan is ideally suited to this type of letter. Open warmly, state the reasons for refusing the offer, decline the offer explicitly, and close on a pleasant note, expressing gratitude. If you get a job offer and are currently employed, you can maintain good relations with your current employer by writing a letter of resignation to your immediate supervisor. Follow the bad-news plan, and make the letter sound positive, regardless of how you feel.