Interview Candidate
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The document discusses an interview case study of Maria Fernandez. It provides details of Maria's disastrous panel interview experience at Apex Environmental, where she was asked unnecessarily discourteous and irrelevant questions. Despite the poor interview, Maria was offered the job. The document then poses questions about how to explain the nature of the panel interview, whether Maria should accept the job offer, and what questions should be asked in an interview for the position Maria applied to.
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Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
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Selection involves choosing the most suitable job applicants through a multi-step process including screening applications, testing skills and abilities, interviewing candidates, checking references, conducting physical exams, and making a job offer. The goal is to identify those with the best chance of meeting performance standards while avoiding selection errors by rejecting qualified applicants or accepting those unlikely to perform well. An effective selection system balances ensuring good job fit with controlling costs through structured and valid screening methods.
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For more information and tips visit our website: http://www.sthreecareers.com/.
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The document discusses a loyalty program called Sweet Tooth that uses targeted email, badging programs, tiers and levels, social referrals, gamification, and points programs to increase customer engagement and sales. Analytics show overall conversions increased 25% from April to August, and the loyalty program influenced 2.6% of all sales and 6.5% of sales for a specific product. The program also uses extensions for Google Shopping and affiliates as well as automated and transactional emails.
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Recruitment and section can be evaluated by using the following questionnaire
This document contains a questionnaire to evaluate the effectiveness of recruitment and selection processes at an organization. It includes 16 questions across various aspects of recruitment and selection like the length of time working at the organization, how well positions are defined, how affirmative action needs are supported, the quality of applicants, interview and testing processes, training for hiring employees, finding candidates from non-traditional sources, and using competency models and innovative techniques in the selection process. Respondents are asked to completely agree, agree, disagree or completely disagree with statements about how recruitment and selection impacts employee turnover, morale, performance, and other factors.
Succession planning and potential appraisal
Succession planning is a process to identify, develop, and transition potential successors for key roles aligned with employees' talents and ambitions. It is important for organizational continuity and mission fulfillment if key staff leave. Potential challenges to succession planning include small organization size, lack of resources, funding nature, retaining top employees, poor communication, and inadequate training. Benefits include reduced dependency, readiness for changes, and knowledge sharing. Potential appraisal identifies hidden talents and evaluates employees' potential for higher roles. It informs career development, enhances opportunities, and enables succession programs. The process involves role descriptions, required qualities, indicators, and feedback systems.
Case Studies on Performance Management II
This document discusses a framework for assessing the performance of utilities regulators using a logic model approach involving inputs, processes, outputs, and outcomes. It examines the main sectors regulated by Latvia's Public Utilities Commission and recommends considering objectives, inputs like budget and staffing, regulatory processes like consultation, outputs like implementation of best practices, and outcomes such as improved regulation quality. The framework provides components and indicators for evaluating a "quality regulator" at each step.
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The document discusses issues with the training process at a company called Apex. It notes that employees do their jobs in their own way and make mistakes that cost the company money. There is no formal training and employees do not know how to use important forms. Job descriptions are also out of date.
Classification/Grading method of job evaluation - compensation management -...
According to this method, a predetermined number of job groups or job classes are established and jobs are assigned to these classifications.
Manpower optimisation and competency development
The document discusses manpower optimization and competency development within an organization. It outlines expectations for employees, such as meeting organizational objectives, upholding values, and continuously upgrading skills. Employees expect fair remuneration, learning opportunities, and work-life balance. The manpower optimization model aims to align employee and organizational goals, provide growth opportunities for employees, and raise job worth over time. The methodology involves analyzing jobs, validating roles, reallocating responsibilities to identify surplus staff, and assessing competencies and performance. The goal is to empower employees and move them into more strategic, independent roles over time.
Hr recruitment
This document provides an overview of recruitment, including definitions, the importance of recruitment, factors influencing recruitment, and sources of recruitment. It defines recruitment as the process of attracting qualified candidates for jobs. The recruitment yield pyramid is discussed as a tool for calculating the number of applicants needed to hire a target number of employees based on historical ratios. Internal sources of recruitment include transfers, promotions, job postings and employee references. External sources discussed include schools/universities, advertisements, employment exchanges, military personnel, casual visitors, labor contractors, and internet recruitment.
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This document discusses wage and salary administration. It explains that job evaluation is the cornerstone of a formal wage and salary program as it determines internal pay relationships and helps companies achieve their pay policies. Job evaluation also provides a foundation for incentive plans, personal moves, controlling costs, and setting pay scales relative to competitors. An effective wage and salary program requires identifying needs, objectives, developing programs, and executing programs. Responsibilities are divided between wage and salary staff, line managers, and top executives.RECRUITMENT AND SELECTION
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Human resource planning ppt.
Human resource planning is the process by which an organization ensures it has the right number and kind of people at the right place and time to complete tasks and achieve objectives. It involves determining future personnel needs, both quantitatively and qualitatively, to balance the supply and demand of human resources. The key aspects of HR planning include analyzing jobs to understand skill requirements, forecasting demand and supply of personnel, developing HR programs to meet needs, implementing plans, and controlling and evaluating outcomes.
Selection (hrm) presentation
The document discusses the process of selection in hiring employees. It defines selection as choosing applicants that best meet the criteria for open positions based on their capabilities and the job demands. The stages of selection generally involve receiving applications, screening, tests, interviews, background checks, medical exams, and final selection or rejection. Various types of tests, interviews, and considerations in the selection process are also outlined.
Job analysis - uses, methods-pricess, recuritment vs selection
job analysis- process, methods, uses, techniques, recruitment , selection, recruitment vs selection.
Chapter 11 Compensation
The document discusses different types of compensation and reward plans. It describes intrinsic and extrinsic rewards, financial and non-financial rewards, and performance-based and membership-based rewards. Various laws regarding compensation are also summarized, including the Fair Labor Standards Act and Equal Pay Act. The document outlines different methods for job evaluation and establishing pay structures, as well as special cases of compensation like incentives and executive compensation.
Career management
Career management is the process through which employees become aware of their interests, values, strengths, weaknesses, and career goals. It involves self-assessment, establishing goals and action plans, and feedback from managers. It is important for both employees and companies. For employees, it prevents frustration and helps them advance their careers. For companies, it motivates employees and ensures positions are filled. Both employees and companies share responsibility in career management.
Recruitment and selection powerpoint presentation
The document discusses recruitment and selection strategies. It outlines the program objectives which include becoming an expert in the employment process, creating an effective recruitment strategy, employing valuable recruitment methods, selecting the right employees through an objective process, benchmarking against competitors, and attaining higher retention rates. It then defines recruitment as the process of attracting, screening, and selecting candidates, and discusses using competencies to assess candidates. The remainder of the document provides guidance on developing a recruitment strategy including aligning stakeholders, considering market conditions, methods for recruiting, evaluating applications, interviews and references, making a final selection, assessing strategies, addressing legal issues, and next steps.
Case study reinventing the wheel at apex door company
The training process at Apex Door Company lacks structure and documentation, resulting in employees performing jobs in their own way without clear understanding of expectations. To improve training, specific steps would be taken: 1) Developing comprehensive job descriptions, 2) Implementing a standardized new employee orientation program, 3) Conducting training needs assessments, 4) Implementing tailored training methods like on-the-job training and job instruction training, 5) Developing management through on-the-job training, and 6) Evaluating training effectiveness through measuring reaction, learning, behavior, and results.
Selection
Selection involves choosing the most suitable job applicants through a multi-step process including screening applications, testing skills and abilities, interviewing candidates, checking references, conducting physical exams, and making a job offer. The goal is to identify those with the best chance of meeting performance standards while avoiding selection errors by rejecting qualified applicants or accepting those unlikely to perform well. An effective selection system balances ensuring good job fit with controlling costs through structured and valid screening methods.
Training & Development HRM
This document provides an overview of training and development. It discusses how training and development has evolved from transferring knowledge through signs and actions to more formal programs to help workers use new machines. It also explains that employees are now seen as assets that can be developed to benefit the organization. The document outlines different training and development methods, both on-the-job and off-the-job, and discusses the objectives and process of training and development programs.
Competency & Role Analysis
This document discusses competency analysis, which identifies the knowledge, skills, and abilities required to perform organizational roles and business activities. It defines competency analysis and outlines a methodology. A seven-step process is described that includes planning, using methods like task analysis to define competencies, and describing competencies. Goals include defining and updating competencies, tracking capability, and institutionalizing competency analysis practices. Sources of competency information and impacts like development and transparency are also discussed.
Recruitment
Recruitment involves hiring candidates for open positions to achieve organizational goals. It begins with job analysis and human resource planning to determine position needs. Organizations can recruit internally through promotion, rehiring, transfers, or referrals, which is quicker and cheaper but offers limited candidates. External recruitment through websites, ads, agencies offers a larger candidate pool but is more costly and time-consuming with greater risks of poor fit. The optimal approach balances internal and external sources.
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Recruitment and section can be evaluated by using the following questionnaire
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Job analysis - uses, methods-pricess, recuritment vs selection
Case study reinventing the wheel at apex door company
Case study reinventing the wheel at apex door company
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Job interview tips: Top candidates ask these questions
Are you invited to a job interview? Have you considered asking questions? When asking questions in an interview you actively participate with the interviewee and demonstrate your sincere interest in the position. Flip through this presentation and get that next job.
For more information and tips visit our website: http://www.sthreecareers.com/.
Marketing assists
The document discusses a loyalty program called Sweet Tooth that uses targeted email, badging programs, tiers and levels, social referrals, gamification, and points programs to increase customer engagement and sales. Analytics show overall conversions increased 25% from April to August, and the loyalty program influenced 2.6% of all sales and 6.5% of sales for a specific product. The program also uses extensions for Google Shopping and affiliates as well as automated and transactional emails.
justsalesandmarketing - Candidate Interview Success
Hello, I'm here for my interview with [name].
Receptionist: Please have a seat, [name] will be with you shortly.
You: Thank you.
Now relax and be ready to make a great first impression!
www.themegallery.com LOGO
During the
Interview
www.themegallery.com LOGO
During the
Interview
Body Language
• Sit up straight, lean slightly forward
• Maintain eye contact
• Smile and nod
• Relax your hands in your lap or on the armrests
• Avoid fidgeting
• Mirror the interviewer
Ece 150210111006 cpd
The document discusses the qualities and perspectives of a contributor. It notes that a contributor has a wider view of their work and focuses on achieving larger team goals rather than individual success. It also emphasizes the importance of qualities like honesty, passion, vision, courage and hard work in being successful. The contributor believes that experience is the best teacher and considers failures as opportunities to learn and improve.
Nonverbal Communication for a candidate in an Interview session -Dos & Don'ts
The document discusses body language dos and don'ts in interviews. It emphasizes that body language plays an important role in gauging a candidate's suitability for a role. Specifically, it recommends that in an interview candidates should maintain proper posture when standing or sitting, show workplace etiquette such as seeking permission before sitting, make appropriate eye contact with the interviewer, and keep an upright sitting position. The document uses examples to illustrate both positive and negative body language behaviors to avoid in an interview setting.
Master Class for Leaders: 7 Secrets to Interview Candidates Like a Boss
Company leadership and hiring managers are only as great as the team they build. So, it’s no surprise that a core responsibility of all group managers is to design and hire top talent for their organization. But, in order to be effective at hiring and building a grade-A team, managers need to know what questions to ask during the initial interview stages. By asking candidates strategic interview questions, hiring managers can quickly identify the best job candidates or potential employees.
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You’ll learn:
*The interview process most leaders and managers take
*The art and science to developing custom and strategic interview questions based on the role
*What to look for in the interview answers received from candidates
*The top interview questions CEOs ask candidates
See more upcoming LinkedIn Talent Solutions webinars: https://lnkd.in/gjfYMp9
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Similar to Interview Candidate
Effective Interviewing
The document discusses effective interviewing in organizations. It defines an effective interview as securing maximum information about a candidate's suitability for a job. The purpose is to select skilled candidates that fit organizational requirements and establish mutual understanding between the company and candidate. Guidelines include conducting interviews privately with competent interviewers following a schedule and guidelines. Tips are provided for both interviewers and interviewees. Examples of rigorous interview processes from top companies are given to highlight the importance of interviews. Commonly asked questions in interviews are also listed.
Interview Success! – Practical Approaches to Persuading the Recruiter
Learning Objective: Examine and practice the skillset of delivering a great interview
Job interviews are stressful enough without having to establish a positive and professional self-representation during the interview process. Recruiters are looking for the ideal candidate, and you are trying to come across as friendly and trustworthy while explaining how you’re the perfect candidate, so practice makes perfect. The competition is tough, so it’s no wonder your confidence should be your focus. That’s why you need to be in this seminar. We will deliver practical, step-by-step, proven strategies and interview tips to help you build confidence, become persuasive, and walk into a room locked and loaded, ready to formulate impressive answers to common interview questions. Along with the answers and swagger to pull it off, we will give you the opportunity to perfect your skills before your interview. This session will begin with the knowledge of how to impress recruiters, while the second half will pull it all together in the practice mock interview sessions. Remember, practice makes perfect. You will have the opportunity to sit face to face with professional interviewers in order to prepare effectively for your real interviews.
At the end of this seminar, participants will be able to answer these questions:
a. What are the common interview questions, and how do I prepare my answers?
b. What information do I need to know for every interview?
c. How do I answer difficult questions?
d. What are good questions to ask my interviewer?
e. How do I answer, “So tell me about yourself’?
f. What do I do after the interview?
g. What are common interview mistakes?
h. What does my body language say about me?
i. What information do I need to know before I have my interview?
j. How can I ace my interview from beginning to end?
k. What can I do after the interview to gain an edge on the competition?
15- Interview and its Types.pptx
An interview is a meeting where an interviewer asks questions to an interviewee to gather information. There are various types of interviews classified based on structure, purpose, content, and administration. The most common types are structured, unstructured, and semi-structured interviews based on structure. Stress, appraisal, and exit interviews are classified based on purpose. Interviews can also be one-to-one, sequential, group, or panel based on administration. Proper preparation, research on the company, and follow-up are essential to succeed in an interview.
bc report
The document provides information about interviews and group discussions. It discusses the different types of interviews like informational, telephone, in-person, selection, work sample, peer group, video, behavioral, stress, promotion, problem and grievance interviews. It also discusses the "ABCs" of interviews - attitude, behavior and compatibility. The document outlines the typical structure of an interview including the beginning, middle and end stages. It then discusses group discussions, including the types, important components assessed, reasons organizations conduct them, rules to crack them, common mistakes and factors considered. It concludes by discussing the advantages and disadvantages of group discussions.
Corporate communication skill
This document discusses different types of interviews, including face-to-face, behavioral, phone, panel, exit, stress, and technical interviews. It provides details on what defines each type of interview and examples of common questions asked. Some key points covered include how behavioral interviews focus on past experiences, phone interviews are used to narrow candidates, and panel interviews involve multiple interviewers rating candidates. The document also offers tips for interviewing such as being prepared, asking questions, and maintaining good body language.
All About Interview
The document provides an overview of different types of interviews and tips for preparing for and conducting interviews. It discusses structured interviews, behavioral interviews, mealtime interviews, telephone interviews, panel interviews, stress interviews, and exit interviews. It also provides guidance on preparing for an interview, including researching the company, practicing answers to tough questions, and choosing appropriate attire. The document emphasizes being prepared, researching the role and company, having a list of questions to ask, and following up after the interview.
bba s6 interview.pptx
The document discusses different types of interviews. It defines an interview as a formal meeting where a person is asked questions, especially to assess suitability for a job or course. The main types discussed are structured/direct interviews with predetermined questions and responses; unstructured/indirect interviews with open-ended questions; and semi-structured interviews with general topics and questions. Other types include stress, appraisal, exit, one-to-one, sequential, group, panel, situational, behavioral, and psychological interviews. The document also outlines what interviewers look for in candidates and tips for interviewees.
DISCIPLINE INVESTIGATION ASSIGNMENTINTRODUCTIONChoosing .docx
This document summarizes a student's discipline investigation assignment where they interviewed Mr. Ivan, the Chief Operating Officer of a medical device company, about his career path and responsibilities. The student learned that Mr. Ivan immigrated to the US from China and Vietnam, obtaining his mechanical engineering degree while working. As COO, his responsibilities include overseeing daily operations, supervising managers, and ensuring quality control. The student gained insight into the communication and problem-solving skills required for their desired career in business administration.
Interviewing Skills
This document provides tips and advice for acing a job interview. It recommends doing research on the company beforehand to understand their culture. During the interview, the interviewer will be evaluating whether the candidate is qualified for the job, can do the job, and will do the job, as well as how much they will cost. First impressions are important, so dress neatly and be aware of hygiene, body language, and manners. Be prepared to answer common questions about work experience, strengths, weaknesses, and goals. Follow up every interview with a thank you note to leave a good impression.
HR Interview Questions
The Slides contains the details on the Commonly asked HR Interview Questions.
Target Audience: Both Freshers and Experienced Pros.
HR Interviews are conducted for the Candidates who clear the Technical assessments in Interviews.
The HR's decision is the final verdict for selecting the candidates for the suitable job openings.
Task II Read the following case stud thoroughly, then answer the fo.pdf
Task II: Read the following case stud thoroughly, then answer the following questions: (200-300
words each)
Questions: (10 points for each)
1 What are some ethical and procedural steps that JP could have adopted in his research design?
2. What are some of the ways that JP could have considered gaining access?
3. How might JP have piloted more effectively?
CASE STUDY:
Gaining and maintaining fieldwork access with management consultants
Jean-Pierre (known to everyone as JP) is a Masters student studying for an MSc in International
Management. He has previously
worked for two different management consulting firms, which has led to his interest in
conducting a research project on the sector. One of things that JP noticed when working for both
firms is the importance that clients place on the firms reputation when deciding which
management consulting firm to work with. Yet, despite its importance, JP was not clear how
clients were making judgements about the reputation of management consulting firms. This
motivated him to research the question:
How do clients form judgments about the reputation of management consulting firms?
Since JPs research question was exploratory, he decided to conduct semi-structured interviews
with both partners and clients of management consulting firms to gain a rich explanatory insight
into judgements of reputation from the perspective of employees and clients. When he was
previously employed in two different management consulting firms, JP worked with many
employees and clients. Since he was planning to interview a senior group of people, he decided
to read more about strategies for conducting elite interviews from the perspective of a junior
researcher (Harvey, 2011).
JP had read in his research methods textbook that it was good practice to pilot his interview
questions first, so he decided to draw on some of his existing contacts to help set up these
interviews. He very quickly arranged two telephone interviews: one with a partner of an
American management consulting firm and one with a chief operating officer of a major
aerospace company based in France. He was fortunate to speak to both interviewees for
approximately 45 minutes and felt that he gained some interesting insights about how clients
evaluate reputation. However, one interviewee asked about the ethical code of conduct for his
research project, a question he felt he did not answer particularly well. JP also asked both
interviewees whether they could recommend other people for him to speak to, which both said
they would think about, although neither ever got back to him.
Having completed two pilot interviews with senior professionals, JP felt that he was ready to
embark on the main interviews for his fieldwork. He planned to interview a further seven
employees and seven clients of different management consulting firms. Unfortunately, he
struggled to gain access to other interviewees, despite following-up with former professional
contacts and the two interv.
Offer Negotiation
The document provides guidance on negotiating job offers to reach a win-win outcome for both the employer and candidate. It discusses preparing by understanding each party's needs and offers, building trust with candidates through honest and consistent communication, and closing deals by prioritizing the candidate's top needs and focusing on areas of influence like compensation, benefits, learning opportunities, and connections within the company. Scenarios and questions provide examples of negotiating for a senior software engineer candidate considering relocating for a position.
Mpo601 managing people in organisation-01
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Civil Engineering Job Interview / Viva Voce Simulator & Trainer
This is world's first and only Civil Engineering Interview Simulator & Trainer. It contains over 5000 questions from over 50 topics like Building Materials & Construction, Dams & Hydraulic Structures, Engineering Geology, Environmental Engineering, Foundation Engineering, Geo-technical Engineering / Soil Mechanics, Hydrology & Water Resources Engineering, Infrastructure Engineering, Pre-Stressed Concrete Structures, Strength of Materials, Structural Analysis, Structural Design, Surveying & Levelling, Transportation Engineering, Concrete Technology, Fluid Mechanics, Architectural design, Quantity Surveying & Estimation, Urban & Regional Planning, Electronics Engineering, Electrical Engineering, Computer Engineering, Mechanical Operations for Civil Engineers.
Topics also include Operations Research, Production Management, Reliability Engineering, Project Management, Engineering Habits of Mind, Critical Thinking, 21st Century Skills, Product Design Methodology, Energy Conservation, Engineering Economics, Engineering Ethics, Ergonomics & Human Factors, Safety, Responsibility & Rights, Industrial Relations, Office/Factory Management, Engineering Marketing, Behavioural Science, Finance for Engineers, Quality Assurance, World Class Manufacturing.
For more details, visit the website www.InterviewMax.com
Mafer interview
The document discusses the importance of job interviews in the hiring process and best practices for conducting effective interviews. It notes that structured interviews following a standardized format are more reliable and valid than unstructured interviews. It also recommends training interviewers to minimize biases, ask relevant questions, evaluate candidates consistently based on job requirements, and avoid making quick judgments. Specific tips for job seekers include preparing a simple but complete resume, being honest, maintaining eye contact, and emphasizing one's values and potential contributions to the employer.
communication skills - interview
types of interview, before interview , during interview , after interview.....how to prepare skill....
Presentation on interview
This presentation provides an overview of different types of interviews. It defines an interview as a conversation between two people where the interviewer asks questions to obtain information. The main types of interviews discussed are face-to-face, behavioral, phone, panel, exit, stress, and technical interviews. For each type, the presentation provides a brief description of its format and purpose. The presentation concludes with tips for interviewees, such as researching the company in advance, arriving early, maintaining good body language, and following up in a timely manner if offered the job.
Bc ppt semi final
The document provides information about interviews and group discussions. It discusses the structure and types of interviews, including informational, telephone, in-person, selection, work sample, peer group, video, behavioral, stress, promotion, problem, and grievance interviews. It also discusses the "ABCs" of interviews - attitude, behavior, and compatibility. For group discussions, it lists the introduction, types, components, reasons for having them, rules to follow, and advantages and disadvantages.
Bc ppt semi final
The document provides information about interviews and group discussions. It discusses the different types of interviews, the structure of an interview, what interviewers look for, and tips for preparing and making a good first impression in an interview. It also outlines the introduction, types, components, rules, and advantages/disadvantages of group discussions. The document is intended to inform students about how to successfully participate in interviews and group discussions.
The Interview Process Gc
The document discusses best practices for conducting effective job interviews. It emphasizes that interviewing is both an art and a science that requires preparation, consistent process, and avoiding bias. Key points include developing structured interview questions in advance, involving multiple interviewers to reduce bias, taking notes during interviews, providing feedback to candidates, and ensuring legal guidelines are followed to have a fair hiring process.
Similar to Interview Candidate (20)
Interview Success! – Practical Approaches to Persuading the Recruiter
Interview Success! – Practical Approaches to Persuading the Recruiter
DISCIPLINE INVESTIGATION ASSIGNMENTINTRODUCTIONChoosing .docx
DISCIPLINE INVESTIGATION ASSIGNMENTINTRODUCTIONChoosing .docx
Task II Read the following case stud thoroughly, then answer the fo.pdf
Task II Read the following case stud thoroughly, then answer the fo.pdf
Civil Engineering Job Interview / Viva Voce Simulator & Trainer
Civil Engineering Job Interview / Viva Voce Simulator & Trainer
Interview Candidate
- 1. Presentation Topic: Interview Candidates Presented to: Sir. Balach Jamali
- 2. INTERVIEW: The word interview comes from Latin and middle French words meaning to “seebetween”or“seeeach other”.Generally,interview means a private meeting between people when questions are asked and answered. The person who answers the questions of an interview is called interviewer.
- 3. Types of Interview: 1.Situational Interview 2. Behavioral Interview 3.Job Related Interview 4.Stress Interview
- 5. CASE STUDYOF THE CHAPTER Maria Fernandez is a bright, popular and well-informed mechanical engineer who graduated with an engineering degree from state university in June 2003.During the spring preceding her graduation. She went out on many jobs interviews, most of which she thought were conducted courteously and were reasonably useful in giving both her and prospective employer a good impression of where each of them stood on matters of importance to both of them. It was therefore, with great anticipation that she looked for an interview with the one firm in which she most wanted to work: apex environmental. Where she thought she could have a successful career while making the world better place. The interview, however, was a disaster. Maria walked into a room in which five men began throwing question at her that she felt were aimed primarily at tripping her up rather than finding out what she could offer through her engineering skills. The questions ranged from unnecessarily discourteous. Why would you have taken your first job as waitress in college when you were such a intelligent person? Then, after the interview, she met with of the gentlemen individually (including the president) and the discussion focused almost exclusively on her technical expertise. She thought that these later discussion went fairly well. However, given the apparent aimlessness and even mean -spiritedness of the panel interview, she was astonished when several days later she got a job offer from the firm. The offer forced her to consider several matters. From her point of view, the job itself was perfect -she liked what she would be doing. The industry, and the firm's location. And in fact, the president had been quite courteous in subsequent discussions, as had been the other members of the management team he was le wondering whether the panel interview had been intentionally tense to see how she'd stand up under Pressure and if so, why they would do such a thing.
- 6. Question 1: Howwouldyouexplain the natureofthe panelinterview Maria hadtoendure? Specifically doyouthink it reflected awellthoughtout interviewing strategyonthe partofthefirm or carelessness onthe partof the firm'smanagement? Ifitwascarelessness what wouldyoudotoimprovethe interview processatApex Environmental? Answers: Maria Fernandez was a bright popular and well informed mechanical engineer, who graduated with an engineering degree from State University in June 2003. The interview was a Disaster for her because it was an Stress interview. The interviewer seeks to make applicant uncomfortable with occasionally rude question. The question ranged from unnecessarily discourteous to irrelevant and sexist such. NO' according to our group it is not carelessness on the part of the firm's management because through this kind of interview or unnecessarily discourteous question firm can easily identify how can candidate would stand up under pressure or stressful
- 7. Question 2: Would youtakethe joboffer if youwere ManiaIfyou'renot sureisthere anyadditional information thatwouldhelp youmakeyourdecisions and ifsowhatisit? Answer: I was Maria I would definitely take the job i would have taken this job is because from the very past I was willing to take a job which can evaluate my working ability also where. I can implement my working on technical ability. So if my interview was not good enough. I would definitely be disappoint But later when by a discussion the president knows my ability and technical skills it would help me to get the job And after getting the job offer I would definitely take the job. I would have also consider the following information about job given below : Are there any securities for my employment? Is my job future is pessimistic? Is there any lack of insurance and pension benefits? Is there any chance to be underemployed? Is the working environment is suitable for the job? Where the firm is located and what it is supposed to be my job? Are the people of the firm behaving in a courteous and friendly manner?
- 8. QUESTION 3: Thejobapplicationengineerof whichMariaHaveapplied requires. (a)Excellenttechnicalskills Withrespecttomechanical engineering (b)Acommitmenttoworkingin theareaofpollutingcontrol. (c)Theabilitytodealwellwith customerswhohaveengineering problems. (d) Awillingnesstotravel worldwideand (e)Averyintelligentawell balancedpersonalitythejob Answer: List of top 6 questions that we will ask while interviewing job candidates. Why should we be hiring you? What do you expect from Apex environment? Do you prefer working alone or in group? Can you prefer essential functions of the job you have applied? Give Example of the time you will be relatively quick in coming to the decision? What solutions you would be providing in some challenging situations?
- 9. Conclusion Conduct Research on the Employer, Hiring Manager, Job Opportunity. Review Common Interview Questions and Prepare Responses. Dress for Success. Arrive onTime for the Interview — and Prepared for Success. Make Good First Impressions — to EveryoneYou Encounter. Remember Body Language,Avoiding Bad Habits. Ask Insightful Questions. Be Authentic, Upbeat, Focused, Confident, Candid, and Concise. SellYourselfThroughout and then Close the Deal.