Here are the key types of interviews: - Selection interview: Used to select the best candidate for a job opening. - Appraisal interview: Used to provide performance feedback and identify areas for improvement. - Exit interview: Conducted when an employee leaves the organization to understand their reasons for leaving. - Grievance interview: Allows employees to voice complaints and helps resolve issues. Other less common types include group interviews, screening interviews, stress interviews, and campus/off-campus interviews conducted by companies to recruit students. The goal of each type of interview is different but they all involve a formal question/answer process between an interviewer and interviewee.

2. NEGOTIATION WITH SUPERIORS, PEERS, OTHERCOLLEAGUES- COLLECTIVE BARGAINING
AND NEGOTIATING WITH COLLECTIVE ORGANIZATIONAL REPRESENTATIVES
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3. • THE DIALOGUE BETWEEN INDIVIDUALS TO COME TO A COMMON CONCLUSION BENEFITING ALL
IS CALLED AS NEGOTIATION.
• NEGOTIATION REFERS TO THE DISCUSSIONS AMONG INDIVIDUALS EVALUATING THE PROS AND
CONS OF A SITUATION AND COMING TO AN ALTERNATIVE BEST SUITED TO ALL.
• HELPS YOU TO ACHIEVE YOUR GOAL WITHOUT HURTING ANYONE
• NEGOTIATION TAKES PLACE IN VARIOUS WAYS IN CORPORATES FOR INCREASED OUTPUT AND
BETTER RELATIONS AMONG EMPLOYEES.
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4. • LET US GO THROUGH THE VARIOUS TYPES OF NEGOTIATION
DAY TO DAY NEGOTIATION AT WORK PLACE
• Every day we negotiate something or the other at the workplace either with our superiors or with our fellow workers for the
smoothflowofwork.Thesearecalleddaytodaynegotiations.
NEGOTIATION BETWEEN EMPLOYEE AND SUPERIOR
 At the work place, an employee has to negotiate with his superiors so that he is assigned the responsibilities as per his
interests andspecialization.
 It is bettertonegotiateatthefirstplace toavoidconflicts andmisunderstandingslater.
 An individual beforeacceptinganyoffershouldnegotiatehis salarywith theconcerned persontoavoidtensions later.
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5. NEGOTIATION BETWEEN COLLEAGUES
• Negotiation isessentialamong team membersto reducethe chancesof disputes and conflicts.
• If you want to go for a leave for some days, negotiate with your team member to take care of your work in your absence. When he takes a leave, you
can help him in the sameway.
• Helps to increasetheoutput of the teamand eventuallytheproductivity of the organization
COMMERCIAL NEGOTIATIONS
• Commercialnegotiations are generallydone in theform of contract. Two partiessit face to face acrossthe table, discuss issuesbetweenthem and come
to conditions acceptableto both theparties.
• A contract issigned by both theparties and they both haveto adhereto its termsand conditions.
LEGAL NEGOTIATION
• Legal negotiation takes place between individual and the law where the individual has to abide by the rules and regulations laid by the legal system
and the legalsystemalso takesinto account the needsand interestof the individual.
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6. HOW TO NEGOTIATE
• EMPLOYEE-TO-EMPLOYER NEGOTIATION SKILLS
• Effective use of Interpersonal skills Offering compensation for
concessions
• Persuasive Presentation
• Use of effective Verbal communication Creativity
• Flexibility Forging trust
• Honesty Delineating the benefits of
adopting a position or
course of action
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7. EMPLOYEE-TO-EMPLOYEE NEGOTIATION SKILLS
• Active Listening Addressing Misunderstandings
• Asking Others to Propose Solutions Avoiding Ultimatums and
Provocative Language
• Brainstorming Options Building Rapport
• Decision Making Empathy
• Facilitating Group Discussion Identifying Areas of Disagreement
• Strategizing Summarizing Areas of Agreement
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11. COLLECTIVE BARGAINING AND NEGOTIATINGWITH COLLECTIVE
ORGANIZATIONAL REPRESENTATIVES
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12. • Collective bargaining is the process by which wages and conditions of
employment are settled by negotiations between employers, or associations of
employers and workers' organisations.
• During collective bargaining, the employer must take into consideration certain
factors in its communication with its employees. These factors include the
interaction between freedom of association and freedom of expression, and the
terms and conditions to respect during such communications.
• Communications during bargaining falls into three categories: internal
communications with the locals and members, digital communications with
members and external communication directed to the public and media.
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13. • KEY TAKEAWAYS
• Message development, preparation and practice are essential. That’s the only way your spokespersons will have the
confidencetheyneed.
• The same points apply to preparing your members who might interact in collective bargaining or negotiation with
organizationalrepresentatives
• Rememberthatyouraudience
• Bepleasant.
• Keep yourmessageclear andsimple. Don’tuse jargonthatis unfamiliartomost of theaudience.
• No matterthequestion,alwaysgetbackto thepointsthatyouwantto make.
• Keep youranswers short.
• Ifyoudon’t knowtheanswer, sayso,andvolunteer to callbackwiththeinformation. Thengetbacktoyourmessage
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14. PUBLIC SPEAKING SKILLS
COMMUNICATION PLAYS AN ESSENTIAL ROLE IN PUBLIC SPEAKING. THERE IS A DIFFERENCE
BETWEEN SPEAKING TO SOMEONE IN PRIVATE AND CONNECTING TO A LARGE AUDIENCE
• Public speaking (sometimes termed oratory or oration) is the process or act of performing a presentation (a speech)
focused around an individual directly speaking to a live audience in a structured, deliberate manner in order to
inform,influence,or entertain them.
• Commonly understood as theformal,face-to-face talking ofa single person toa group of listeners.
PUBLIC SPEAKING, ALSO CALLED ORATION OR ORATORY, IS THE PROCESS
OF COMMUNICATING INFORMATION TO A LIVE AUDIENCE.
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15. • GREAT PUBLIC SPEAKING CONSISTS OF THREE COMPONENTS:
1. STYLE: MASTERFULLY CONSTRUCTED BY USING WORDS TO CREATE TEXT THAT IS BOTH
IS BOTH BEAUTIFUL TO HEAR AND READ.
2. SUBSTANCE: A CENTRALIZED THEME TO APPEAL AND INSPIRE THE AUDIENCE’S VALUES AND
VALUES AND IDEALS.
3. IMPACT: IMPACTFUL BY CHANGING OPINIONS, MINDS, AND HEARTS
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16. WAYS TO IMPROVE PUBLIC SPEAKING SKILLS
OR
STRATEGIES FOR BECOMING A BETTER SPEAKER
• 1. PLAN ACCORDINGLY
• 2. PRACTICE PUBLIC SPEAKING
• 3. ENGAGE WITH THE AUDIENCE
• 4. MAINTAIN A CONFIDENT MINDSET
• 5. PAY ATTENTION TO BODY LANGUAGE
• 6. THINK POSITIVELY
• 7. WATCH RECORDINGS OF YOUR SPEECHES
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17. OVERCOMING THE FEAR OF PUBLIC SPEAKING
Here are some tips for overcoming the fear of public speaking:
Organize your thoughts and materials.
Practice and prepare your speech.
Eliminate your fear of failure by being confident in yourself.
Watch your facial expressions and body language in front of the mirror.
Record yourself and get used to your voice and speaking style.
Deliver your speech to another person.
Do some deep breathing and stay hydrated before speaking.
Incorporate strategic pauses to help regain composure and reduce anxiety.
Do not memorize your speech – rather, remember key points.
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ART OF NEGOTIATION-LISTENINGSKILLS -LISTENINGPROCESS, TYPES OF LISTENING,
DETERRENTSTOLISTENINGPROCESS, ESSENTIALSOF GOOD LISTENING,MANNERISMS

24. BUSINESS PRESENTATIONS
• A presentation is a formal talk to one or more people and presents ideas or
information in a clear and structured way.
• A business communication presentation is an informational presentation,
usually in the form of PowerPoint slides, that is accompanied by a brief
speech.
• Presentations can have many different objectives, ranging from marketing
and advertising to research and measurement or employee engagement
• A good guide for the breakdown of a presentation is the 10/80/10 rule -
whereby the introduction and conclusion are each allotted 10% of the
presentation time, with the main body comprising 80%.
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25. • The most effective and efficient way to prepare your
presentation is to construct it in the order of:
1. Introduction
2. Main Body
3. Conclusion.
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26. • USE KEY PHRASES ABOUT YOUR TOPIC
• LAY OUT SLIDES TO CONVEY INFORMATION CLEANLY
• LIMIT PUNCTUATION AND AVOID ALL CAPS
• AVOID FANCY FONTS
• USE CONTRAST COLORS FOR TEXT AND BACKGROUNDS
• USE SLIDE DESIGN EFFECTIVELY
• LIMIT THE NUMBER OF SLIDES
• USE PHOTOS,CHARTS,GRAPHS
• AVOID LOTS OF SLIDE TRANSITIONS AND ANIMATIONS
• ENSURE THAT YOUR PRESENTATION IS COMPATIBLE
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27. ACCORDING TO PROFESSOR WOODCOCK THE FLOW OF PRESENTATION SHOULD INCLUDE THE
MENTIONED COMPONENTS.
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28. TYPES OF PRESENTATION STYLES
• 1. COACH
• Coach-style presentations work best for presenters who are enthusiastic
about the topic they are speaking about.
• To make this work for you, you will need to find a balance between
speaking and getting reactions and feedback from the audience.
• You will also need to speak and share information at an appropriate
pace.
• The coach-style presentation is popular among motivational speakers.
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29. • 2. CONNECTOR
• The connector-style presentation is one in which the speaker highlights
what they have in common with the audience.
• Listeners feel that the speaker is “one of them” and are thus more
receptive to the presenter’s message.
• This type of presentation might also include a freeform question and
answer session.
• Listeners may feel comfortable participating because the speaker
uses gestures when they speak, which can encourage audience
to participate in the discussion.
• To use this style effectively, you should be organized and pay close
attention to detail, but be comfortable on stage and in the audience.
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30. • 3. FREEFORM
• Freeform presenters generally know what they want to say without a
great deal of planning, rules or structure.
• The freeform style might work best for you if you are a sales
representative in informal situations.
• 4. INSTRUCTOR
• The instructor style may be best for people who need to convey a
complex message to persuade the audience to consider or adopt a
certain viewpoint.
• This approach could be ideal if you are an educator, since teachers
essentially give daily presentations to their class.
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31. • 5. VISUAL
• Speakers who use this style tend to use large and colorful slides with
small quantities of text.
• This is a great style for speakers who believe slides should only
compliment their speech or who have a short time to prepare and
present.
• 6. STORYTELLING
• The storytelling style is a great way for speakers to connect with their
audiences. This style works best when you provide anecdotes that align
with your main points and if you can use words that elicit emotion for
listener.
• Example :radio-announcing, especially sports announcing. 09-08-2022 31

32. ROLE OFAUDIO-VISUAL AIDSAND COMPUTERSIN ORAL
PRESENTATIONS
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• Visual aids can be a very powerful tool to enhance the impact of your
presentations.
• Words and images presented in different formats can appeal directly to your
audience’s imagination, adding power to your spoken words

33. WHY ARE THE VISUAL AIDS USED?
1. Visual aids are used to simplify the matter. Complicated data can be
simplified with the help of conceptual models, diagrams, and charts.
2. Visual aids clarify numerical information, procedures, trends.
3. They are used to emphasize, to impress and to attract the attention of
the receiver.
4.They are used to summarise the data.
5. They are used to establish linkage or unity in diverse points.
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34. • ADVANTAGES OF VISUALAND AUDIO/SOUND SIGNALS
• 1. What cannot be said in so many words can be easily conveyed in visual terms.
• 2. Posters, paintings, illustrations etc. Have an educational value. Wherever the workers
are illiterate, posters etc. Go a long way to educate them, and give them instructions in the
various operations of machines, adopting safety measures, maintaining cleanliness and so
on.
• 3. Posters are a very effective means of advertising. They immediately attract the attention
of the public/potential buyers.
• 4. Sound signals are very quick in conveying the intended message. For example, the
ringing of a bell or the hooting of a siren makes the workers active, both in reporting for
duty, winding up the day’s work, or to take safety measures.
• 5. Sound signals are very useful in time management. One can always plan one’s day on
the basis of timely signals.
• 6. Colourful paintings, photographs, posters etc. Make communication interesting and
motivate the receiver of the message.
• 7. Symbols are also a reflection of the mental makeup, intelligence level; cultural
background of the communicator. 09-08-2022 34

35. DIFFERENT TYPES OF VISUAL AIDS
• POWERPOINT
• OVERHEAD PROJECTOR SLIDES/TRANSPARENCIES
• WHITE OR BLACK BOARD
• PAPER HANDOUTS
• FLIP CHART - A FLIP CHART IS A LARGE PAD OF PAPER ON A STAND
• VIDEO
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36. ROLE OF COMPUTERS IN COMMUNICATION
• For both internal and external communications via email, messenger systems,
conferencing and word processing.
• Presentations can be made easy and interesting.
• Helps them to keep of track of the verbal communication pronounced in the
presentation.
• Help the speaker plan the presentation more effectively. Data tracking and
storage.
• Organizations store and manage their data using software and the cloud.
• Charts or graphics can also create a more dynamic presentation.
• Computer conferencing (tele conferencing or video conferencing)
• Internet
• E-commerce
• Social media communication
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37. INTERVIEWS
• An interview is a formal conversation in which both concerned parties attempt to find out if the other
party offers something valuable to them.
or
• An interview is a goal-or task-oriented talk for gathering information where the interviewer
questions and the interviewee answers within a sequential structure of question-answer-question-
answer.
• All organisations, irrespective of size or industry, need and use interviews to select the right candidate for the
right job.
• An interview is a two-way process of communication where both the concerned parties have a need.
• The interviewers seek information from the candidate to determine whether s/he is the right candidate for the
job, while the candidate tries to decide whether the job and the organisation are right for him/her. The purpose
of an interview may vary depending on the need
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38. TYPES OF INTERVIEWS:
A] SELECTION INTERVIEW:
• This type of interview is also known as job interview, employment interview, service interview
etc.
• The main objective is to select the right candidate for the right position
B] APPRAISAL INTERVIEW:
• The appraisal interview is generally used as a means of sharing the employer‘s views on the
performance of the employee with the employee himself/herself.
• It helps in improving performance, building employer-employee relations, ironing out
differences, attending to grievances and, above all, recommending the employee for
promotion and incentives
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39. C] EXIT INTERVIEW:
• Takes place when an employee leaves the organisation.
• An employee may leave the organisation for better prospects or because he is dissatisfied with
colleagues, the work culture of the organisation, etc.
• An interview at the time of leaving will make the employee speak his mind freely as he need not
fear making adverse remarks
D] GRIEVANCE INTERVIEW:
• Conducted in order to address the complaints or grievances of the employees.
• Allowing employees to air their grievances helps the management
I resolve issues which otherwise could assume larger proportions
Ii. Gain an insight into the problems faced by the employee in order to rectify them
Iii .Win the goodwill and confidence of the employees
iv. Create an atmosphere of harmony within the organisation by resolving conflicts09-08-2022 39

40. E. GROUP INTERVIEW
F. SCREENING INTERVIEW
H. STRESS INTERVIEW
I. CAMPUS INTERVIEW
a. OFF CAMPUS
b. ON CAMPUS
J. PANEL INTERVIEW
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41. FUNDAMENTAL PRINCIPLES OF INTERVIEWING:
1. Ask questions that allow the candidate to do at least 70 per cent of the talking. For the
most part, avoid questions that can be answered by a 'yes' or a 'no'. The best questions are
ones that make the candidates recount their past experience
2. Phrase your questions so that the desired or 'right' answer is not apparent to the applicant.
3. Ask only one question about one subject at a time.
4. Ask the easy questions first so as to make the applicant feel comfortable
5. All questions should be directly related to finding out about the applicant's ability to do the
job, not about his/her personal life.
6. Spend the entire time writing and recording the candidate's answers and any assumptions
you are making,
7. Interviews are generally a poor place to test the candidate's skills, other than the skill of
being interviewed. Some interpersonal skills can be tested, however, through the use of role-
play.
8. While you are writing, nod occasionally to let the applicant know you are listening.
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42. 9. If the applicant does not respond right away to a question, wait. Give him/her time, while you
add to your notes.
10. Follow-up-ask the person to tell you more, to give more details.
11. Ask the candidate to describe his/her past behaviour in the kind of situations he/she will
encounter on the job.
12. Alternate between easy non-threatening questions and more difficult pointed ones.
13. After you have asked the candidate all your questions, allow him/her time to ask you any
questions he/she might have about the job.
14. Close the interview by asking the candidate if there is anything he/she regretted saying,
any answer they would like to change, or anything he/ she would like to add to his/her previous
statements.
15. Spend at least 30 minutes reviewing your notes after the interview and identifying any key
qualities that you feel you have not adequately tested. These become objectives for
subsequent interviews or assess-ment experiences.
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43. • INTERVIEW STYLES:
1. Directional: extremely structured. The interviewer asks specific, direct questions in a pre-set order. One
reason for using this format may be the need to maintain consistency across candidates throughout the
interview and to make the selection process easier and fairer. This style may also be used for recruitment
at lower levels by large organisations that receive too many applications in response to their recruitment
drive.
2. Non-directional: this style is used mainly for higher level recruitment and is more like a conversation
than a question-answer session. The interviewer uses open-ended questions to draw out responses from
the candidate.
3. Behavioural : this style is used by the interviewer to judge the performance of the candidate in the
same/similar role in the previous company. In this style, candidates are expected to answer questions with
specific examples of how they have tackled problems, handled various situations, etc.
4. Presentation : this is again used at higher levels where candidates are expected to make a presentation
before a panel. One must remember, however, that none of these styles will be used in isolation. An
interview will consist of a combination of these styles 09-08-2022 43

44. STRUCTURE OF THE INTERVIEW
I introduction: this involves welcoming the candidate and making him/her comfortable. It allows
the candidate time to arrange his/her bag, files, etc. And settle down. At the same time, the
interviewers get an opportunity to assess the dress, body language and other non-verbal cues of
the candidate and form a first impression. A good posture, pleasant smile, a firm handshake may
contribute to an excellent first impression
II the Q&A session : after the introduction, the interview moves into the second round – the Q&A
session. The scene for this round is set gradually by the interviewers by providing information
about the organisation, job requirements, purpose and goal of the interview, etc. The Q&A session
is a two-way process designed to test the aptitude, ability, commitment and adaptability of the
candidate
III closure : this is the last stage in the interview structure and it is important to leave behind a
good impression. This will help the employers keep the interviewee‘s profile in mind as they
decide on the prospective candidate. The ending should be gradual and not abrupt. It should end
on a positive and cordial note, irrespective of the result of the interview. 09-08-2022 44