The document discusses effective communication and supervision. It emphasizes that informal communication is most important in business. It also discusses the hiring process, including defining job needs, recruiting talent from various sources, reviewing applications, interviewing candidates, and preparing for interviews. The goal is to find and hire the best candidates through a thorough process.
UNIT 8: STRATEGIES FOR SUCCESSFUL INTERPERSONAL COMMUNICATION AND GROUP MEE...Awais Javed
8.1. Strategies for successful interpersonal communication
8.1.1. Dyadic communication
8.1.2. Interviewing
8.1.3. Telephoning
8.1.4. Dictating
8.2. Strategies for successful business and group meeting
8.2.1. Background information
8.2.2. Purpose and kinds of meetings
8.2.3. Solving problems in meeting or groups
8.2.4. Leadership responsibilities in meeting
8.2.5. Participants responsibilities in meetings
8.3. How to take minutes of the meeting?
UNIT 9: THE JOB APPLICATION PROCESS (Business Communication)Awais Javed
9.1. The written job presentation
9.1.1. Self-assessment
9.1.2. Market assessment
9.1.3. Resume (vita, qualification brief)
9.1.4. Cover letter to resume
9.2. The job application process – interviews and follow–up
9.2.1. Successful presentation for the job interview
9.2.2. Successful follow-up messages after the interview
9.2.3. Successful negotiating
UNIT 4: MESSAGE DESIGN (BUSINESS COMMUNICATION)Awais Javed
4.1. Process of preparing effective business messages
4.1.1. Five planning steps
4.1.2. Basic organizational plans
4.1.3. Beginning and ending
4.1.4. Composing the message
4.2. The appearance and design of business message
4.2.1. Business letters
4.2.2. Memorandums
4.2.3. Special timesaving message media
4.3. Good-news and neutral messages
4.3.1. Organizational plan
4.3.2. Favorable replies
4.3.3. Neutral messages
UNIT 5: WRITTEN COMMUNICATION: MAJOR PLANS FOR LETTERS AND MEMOS (BUSINESS CO...Awais Javed
Bad-news messages
The right attitude
Plans for bad-news messages
Negative replies to requests
Unfavorable unsolicited messages
Persuasive written messages
Organization of persuasive messages
Persuasive request
Persuasive sales letters
UNIT 8: STRATEGIES FOR SUCCESSFUL INTERPERSONAL COMMUNICATION AND GROUP MEE...Awais Javed
8.1. Strategies for successful interpersonal communication
8.1.1. Dyadic communication
8.1.2. Interviewing
8.1.3. Telephoning
8.1.4. Dictating
8.2. Strategies for successful business and group meeting
8.2.1. Background information
8.2.2. Purpose and kinds of meetings
8.2.3. Solving problems in meeting or groups
8.2.4. Leadership responsibilities in meeting
8.2.5. Participants responsibilities in meetings
8.3. How to take minutes of the meeting?
UNIT 9: THE JOB APPLICATION PROCESS (Business Communication)Awais Javed
9.1. The written job presentation
9.1.1. Self-assessment
9.1.2. Market assessment
9.1.3. Resume (vita, qualification brief)
9.1.4. Cover letter to resume
9.2. The job application process – interviews and follow–up
9.2.1. Successful presentation for the job interview
9.2.2. Successful follow-up messages after the interview
9.2.3. Successful negotiating
UNIT 4: MESSAGE DESIGN (BUSINESS COMMUNICATION)Awais Javed
4.1. Process of preparing effective business messages
4.1.1. Five planning steps
4.1.2. Basic organizational plans
4.1.3. Beginning and ending
4.1.4. Composing the message
4.2. The appearance and design of business message
4.2.1. Business letters
4.2.2. Memorandums
4.2.3. Special timesaving message media
4.3. Good-news and neutral messages
4.3.1. Organizational plan
4.3.2. Favorable replies
4.3.3. Neutral messages
UNIT 5: WRITTEN COMMUNICATION: MAJOR PLANS FOR LETTERS AND MEMOS (BUSINESS CO...Awais Javed
Bad-news messages
The right attitude
Plans for bad-news messages
Negative replies to requests
Unfavorable unsolicited messages
Persuasive written messages
Organization of persuasive messages
Persuasive request
Persuasive sales letters
Top Strategies For Successful Interpersonal CommunicationSyed Shujat Ali
Here's one of my university semester project presentation explaining the tips for successful interpersonal communications. It's a chapter-based presentation of the subject "Business Communication".
Problems faced by both the interviewer and the interviewee during an intervie...Azas Shahrier
This report was prepared to identify the core problems faced by both the interviewer and the interviewee during an interview session and how to resolve it.
In this file, you can ref job interview tips for teenagers with interview questions & answers, other job interview tips for teenagers materials such as: interview thank you letters, types of interview questions
In this file, you can ref competency based interview tips with interview questions & answers, other competency based interview tips materials such as: interview thank you letters, types of interview questions
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.
Top Strategies For Successful Interpersonal CommunicationSyed Shujat Ali
Here's one of my university semester project presentation explaining the tips for successful interpersonal communications. It's a chapter-based presentation of the subject "Business Communication".
Problems faced by both the interviewer and the interviewee during an intervie...Azas Shahrier
This report was prepared to identify the core problems faced by both the interviewer and the interviewee during an interview session and how to resolve it.
In this file, you can ref job interview tips for teenagers with interview questions & answers, other job interview tips for teenagers materials such as: interview thank you letters, types of interview questions
In this file, you can ref competency based interview tips with interview questions & answers, other competency based interview tips materials such as: interview thank you letters, types of interview questions
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.
How to prepare for interviews to get the job you want. Online interview training course. How to answer interview questions. Building rapport with interviewers.
Small Business Owners Guide to InterviewingJim Cox
Small Business Owners Guide to Interviewing
Small Business Owners Guide to interviewing job applicants, Analyzing a resume, Understanding body language, rules to follow, Illegal questions, questions to avoid, measuring motivation, Measuring Persuasive Ability, Measuring Attitude and Ethics, Measuring Initiative, best questions to ask.
Business communication module 4 - Kerala UniversityNijaz N
Unit IV Oral communication - Skills and effectiveness, principles. Planning a talk,
presentations, Extempore speech, Group discussions, Interviewing skills - Appearing
in interviews, conducting interviews; chairing, attending meetings, conferences,
seminars; Negotiation skills, conversation control.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Monitoring Java Application Security with JDK Tools and JFR Events
Chapter 4, 6, and 7 summary
1. Supervision: Managing to Achieve Results
Chapter 4
Effective Communication:
Improving Performance through
Listening and Providing
Feedback
2. Effective Communication
• Excellent interpersonal or human relations
skills are required if you hope to eventually
become a successful manager, or owner of a
business.
• In business, communication takes place in a
variety of formats.
• Informal communication—not formal
communication—is most important in
business.
3. Formal and Informal
• Information enables managers and supervisors to
make sound business decisions.
– Verbal communication provides a more personal interaction and
fosters feelings of trust and goodwill.
• Formal communication often addresses task-related
issues and tends to follow and span the
organization’s chain of command.
• Informal communication may move in any direction,
and it is as likely to satisfy social needs as it is to
facilitate the functions of business.
– Perhaps the least understood method of informal communication is
the employee grapevine and the rumors and gossip it provides.
4. Communication Types
• Downward communication is necessary to execute decisions
and to give employees information about the organization.
• Upward communication is initiated by employees who seek to
inform or influence those who are higher up in the
organization’s hierarchy.
– There is probably no area of communication that is more
in need of improvement than upward communication.
• Written communication is generally the method used if the
message is somewhat complex and official.
– Because e-mail messages are surprisingly permanent, a
good rule of thumb is to think before you press the Send
button.
5. Methods of Communication
• Writing well in business is more important than ever -
you need to write concisely and with impact.
• In your business writing, ensure that you follow the
seven suggestions and tips below
1. What’s the point?
2. Get organized
3. Write the same way you speak
4. Make it brief and concise
5. Keep it simple
6. Write then rewrite
7. Convey a positive attitude
6. Obstacles to Effective
Communication
• The messages that we
send are not always the
messages that are
received.
• When individuals have
different cultural
backgrounds, effective
communication can be
challenging.
7. Obstacles
• People sometimes struggle with the communication
process when they demonstrate
– Cultural differences
– Differences in background
– Prejudices and perceptions
– Assumptions and expectations
– Emotions (especially anger)
• When giving direction and instructions to your staff, it
is best to use language that is measurable, concrete,
and not open to interpretation.
8. Overcoming Communication
Barriers
• Think about what you are going to say
• Keep your emotions under control
• Be a good listener
• Actions speak louder than words
• Provide and ask for feedback
9. Listening
• Passive listening - you are not really processing the
entire message.
• Active listening - requires effort and concentration
because you want to fully understand what the
speaker is saying.
• There are generally four requirements for active
listening
– Listen with intensity
– Listen with empathy
– Listen with acceptance
– Take responsibility for the message
10. Seven Tips to Follow to Maintain
Focus on the Other Person
• Express your interest in what they have to say
• Maintain your focus
– People speak at a rate of approx. 150 words per minute
– People think at a rate of approx. 500 words per minute
– Don’t let your mind wander
• Ask questions
• Seek the key points
• Avoid interruptions
• Listen with more than your ears – pay attention to
non-verbal communication
• Take notes
11. Active Listening Exercise
• Pick a partner
• Read active listening handout
• Tell a story (should be @ 3 minutes and
should contain some detail)
• Ask your partner to repeat the essence
of the story
• Reverse the process
12. Positive Feedback
• Telling your employees that they
are doing a good job and then
pointing out specific examples is
providing positive feedback.
• Positive feedback is almost
always well received because it
reinforces what people want to
hear or what they already believe
to be true about themselves.
13. Negative Feedback
• Strolling out of the office and barking at the
employee who has done something wrong is not
negative feedback.
• The ultimate goal of negative feedback is to
change incorrect behavior or performance by
using hard numbers, data, and other specifics.
• For feedback to be effective, remember
– Be specific
– It’s not personal
– Be in the moment
– Keep the goal in mind
14. Summary
Effective managers need excellent
interpersonal or human relations skills to
communicate with employees and to provide
the kind of work environment where talented
employees can self-motivate. The
communication process - sending and
receiving information - contributes
significantly to one’s human relations skills.
16. Hiring Process
• Finding and hiring the best candidates for a job has
never been easy.
• Hiring the right people is one of the most important tasks
that managers face.
• When you begin the hiring process, you have to
understand your goals.
• Companies generally divide employees into two groups
– Cost center is a department that provides services to
customers or other employees without adding directly to the
bottom line.
– Profit center is a department that generated revenue above and
beyond the costs of operation.
• Employees in either group are expected to help the
company secure its future.
17. Desirable Employee Characteristics
• The following list gives you an idea of the
general qualities that employers consider
most important when hiring new
employees.
– Hardworking.
– Good attitude.
– Experienced.
– Go-getter.
– Team player.
– Smart.
– Responsible.
– Stable.
18. Poor Hiring Decisions
• Bad hires can make working for an
organization an incredibly miserable
experience.
• The consequences of a poor hiring decision
include:
– Loss of investment.
– Lower employee morale.
– Loss of good employees.
– Low productivity.
– Low morale.
19. Hiring Process
There are twelve basic steps in the hiring process.
1. Define the need
2. Get approval
3. Write the job description
4. Place an ad and ask for referrals
5. Read the résumés and cover letters and call the candidates
who look the most promising
6. Either interview the candidates over the phone first or ask
the candidates to come in
7. Ask the candidates to fill out the application and take any
necessary tests
8. Conduct a first interview with a promising candidate
9. Conduct a second interview with the candidate
10. If necessary, conduct a third interview
11. Check the candidate’s references
12. Make the job offer
20. Define the Job Before You Start
Defining the job includes:
• Drafting a job description that fully describes all the
tasks and responsibilities of the position and the
minimum necessary qualifications and experience.
• Defining exactly what standards you’re going to use
to measure your candidates.
• Using the job description to outline the most
important qualities that you are seeking in your new
employee.
21. Recruiting Talent
• You will find that your best experience comes
when you do a broad search for the new hire,
and involve other employees in the process.
• The following list presents some of the best
ways to find candidates for your positions.
– Within the organization.
– Personal referrals.
– Temporary agencies.
– Professional associations.
– Employment agencies.
– Internet.
– Want ads.
22. Creating a Recruitment Plan
(Practice)
• Divide into teams
• You are the manager of a small marketing group
and you are hiring an entry-level marketing
associate. You are also on the search
committee to find a new vice president of
marketing. As a team, write a sample
recruitment plan for each position, listing the
sources you would use to reach candidates.
23. Reviewing Applications
• If the prospective employees résumé and cover
letter closely match the job description, then they
may be asked to fill out a job application.
• A cover letter should always accompany the
résumé and should have a professional tone and
presentation.
• Most companies will want prospective employees
to fill out some standard forms.
• Consider all this information in developing your gut
feeling that either this applicant is a good fit and will
do a good job, or that you should keep looking.
24. Interviewing
• The secret to becoming a great interviewer is to spend
some serious time preparing for your interviews.
• The heart of the interview process is the questions that you
ask and the answers that you receive in response.
• You get the best answers when you ask the best questions.
• Every interview consists of five key steps.
– Welcome the applicant
– Summarize the position
– Ask your questions (then listen)
– Probe experience and find out the candidate’s strengths and
weaknesses
– Conclude the interview
25. Interview Preparation
• You should prepare for your interviews by:
– Reviewing the résumé of each interviewee the
morning before interviews start.
– Becoming intimately familiar with the job description.
– Drafting your questions before the interview.
– Selecting a comfortable environment for both of you.
– Avoid playing power trips during the course of the
interview.
– Take lots of notes.
26. Interview Don’ts
• Certain questions can land you in major hot water if you make the
mistake of asking them.
• Some interviewing don’ts are merely good business practice.
• Interviewing is one area of particular concern in the hiring process as
it pertains to the possibility of discrimination.
• Ask questions that directly relate to the candidates’ ability to perform
the tasks required – not the discriminatory topics which include
– Sexual orientation
– Marital Status
– Religion (or lack thereof)
– Arrest and conviction record
– Height and weight
– Debts
– Age
– Disability
27. Further Evaluation
• Before you make your final selection, you need a little bit
more information.
• The twin goals of checking references are to verify the
information that your candidates have provided and to
gain some candid insight into who your candidates really
are and how they really behave in the workplace.
– Check academic references.
– Call current and former supervisors.
– Check your network of associates
– Do some web surfing.
• When you contact a candidate’s references, limit your
questions to those that are related to the work to be
done.
28. Further Evaluation continued
• Review your notes from the interviews and organize
your candidate packages into three categories –
winners, potential winners and losers.
• Depending on your organization’s policies or culture,
or because you’re undecided as to the best
candidate, you may want to bring in candidates for
several rounds of interviews.
• The ultimate decision on how many rounds and
levels of interviews to conduct depends on the nature
of the job itself, the size of your company, and your
policies and procedures.
29. Hiring the Best
• The first step is to rank your candidates within the groups of
winners and potential winners.
• The next step is to get on the phone and offer your first
choice the job.
• Be objective and consider the job to be done and the skills
and qualifications that being successful requires.
• Trust your gut feel when choosing between two equally
qualified candidates.
• If you’re forced to go to your group of almost winners, and no
candidate seems up to the task, then don’t hire someone
simply to fill the position.
30. Summary
Finding good employees can take many hours
of effort and a substantial financial investment.
However, the investment of time and money
can pay off when the right decision is made.
The payoff is a productive, happy employee
who can do the job well and add to the success
of the company.
31. Begin Coaching Early -
Employee Orientation
http://www.youtube.com/watch?v=0vAq-_R-EiI
http://www.youtube.com/watch?v=wCFbAIL8ftQ
32. Supervision: Managing to Achieve Results
Chapter 7
Training a Team: Organizing
Teams and Coaching Employees
33. Teams
• There’s a revolution in business today and
it’s called teams.
• Teams offer an easy way to tap the
knowledge and resources of all employees
- not just supervisors and managers - to
solve the organization’s problems.
• The best managers of teams are coaches
- individuals who guide, discuss, and
encourage others on their journey.
34. Transformation
• Until recently, most organizations were vertical: they
had many layers of managers and supervisors
between top management and frontline workers.
• The hierarchical model has one fundamental flaw:
Many supervisors and managers made little direct
contribution to the production of a company’s products
or services.
• The transformation from vertical to horizontal
businesses has had a fundamental impact on financial
and organizational elements:
– Quantifiable benefits to the bottom line by
eliminating overhead.
– Movement of authority and power downward in the
organization.
35. Organizational Cooperation
• Businesses worldwide are rewarding employees for
cooperating with each other instead of competing.
• Organizations are no longer measuring employees by their
individual contributions but also by how effective they are
as contributing members of a team.
• Benefits from promoting cooperation include:
– Reducing unproductive competition
– Sharing knowledge
– Fostering communication
– Achieving common goals
36. Empowerment
• The transfer of power, responsibility, and authority
from higher-level to lower-level employees is called
empowerment.
• By empowering workers, managers place the
responsibility for decision making with the
employees who are in the best position to make the
decision.
– Quality circles – groups of employees who meet regularly
to suggest organizational improvements - are examples of
participative decision making
• Empowerment is also a great morale booster in an
organization.
37. Team Advantages
• Teams not only have the
potential to make better
decisions, but they can also
make faster decisions.
• Teams can also lead to
increased innovation.
• Teams are also more
adaptive to the external
environment as it quickly or
constantly changes.
38. Setting Up Teams
Three major kinds of teams exist: formal, informal,
and self-managed.
– A formal team is chartered by an organization’s management and
tasked to achieve specific goals.
• Task forces - assembled on a temporary basis to address specific
problems or issues
• Committees – long-term or permanent, created to perform an ongoing,
specific organizational task
• Command teams – manager or supervisor and all his/her employees
– Informal teams are casual associations of employees that
spontaneously develop within an organization’s formal structure.
– Self-managed teams combine the attributes of both formal and
informal teams and are generally chartered by management.
• Made up of people from different parts of the organization
• Small
• Self-managing and empowered to act
• Multifunctional
39. Empowerment
• Although many managers talk a good story about
how they empower their employees, few actually do
it - real empowerment is still rare.
• You can encourage empowerment by allowing
teams to
– Make most of the decisions that influence team success
– Choose their leaders
– Add or remove team members
– Set their goals and commitments
– Define and perform much of their own training
– Receive rewards as a team
40. Meetings
• Meetings are the primary
forum in which team members
conduct business and
communicate with one
another.
• Successful companies
conduct meetings effectively.
• Unfortunately, most meetings
are a waste of time.
– Too many meetings
– Attendees unprepared
– Certain individuals dominate
– Too long
– No focus
41. Successful Meetings
Take the following steps to make the
most of the meetings:
– Be prepared.
– Have an agenda.
– Start on time and end on time (or sooner).
– Have fewer but better meetings.
– Think inclusion, not exclusion.
– Maintain the focus.
– Capture action items.
– Get feedback.
42. Becoming a Coach
• A coach is a colleague, counselor, and cheerleader, all rolled into one.
• Coaching a team of individuals isn’t easy, and certain characteristics
make some coaches better than others.
• You can always find room for improvement, and good coaches are the
first to admit it.
• There are several important characteristics of coaching.
– Set goals
– Support and encourage
– Emphasize team success over individual success
– Can quickly assess the talents and shortfalls of team members
– Inspire their team members
– Create environments that allow individuals to be successful
– Provide feedback
43. Coaching Methods
• Coaches teach their employees how to achieve an
organization’s goals.
• Coaches lead their workers step by step through work
processes or procedures.
• After the workers discover how to perform a task, the
coach delegates full authority and responsibility for its
performance to them.
• For the transfer of specific skills, you can find no better
way of teaching, and no better way of learning, than the
show-and-tell method.
– You do, you say
– They do, you say
– They do, they say
44. Coach’s Tools
• Coaches focus daily on spending time with employees to help them
succeed.
• Follow the guidelines that can help you be a successful coach.
– Meet with your employee
– Listen!
– Reinforce the positive
– Highlight areas for improvement
– Follow through
• Although every coach has his or her own style, the best coaches
employ certain techniques to elicit the greatest performance from their
team members.
– Make time for team members
– Provide context and vision
– Transfer knowledge and perspective
– Be a sounding board
– Obtain needed resources
– Offer a helping hand
45. Discussion
• You work at a manufacturing company and you
learn that the managers are not spending time
with their employees or guiding their careers.
You decide to choose a few of them and help
them become coaches. What specific types of
things do you suggest that they do to become
successful coaches?
46. Summary
There’s a revolution in business today and it’s
called teams. The best managers of teams are
coaches - individuals who guide, discuss, and
encourage others on their journey. Although every
coach has his or her own style, the best coaches
employ certain techniques to elicit the greatest
performance from their team members.