This document outlines the essential aspects of organizing and conducting business meetings, detailing the definitions, types, and procedures involved. It emphasizes the importance of planning, conducting, and documenting meetings effectively, highlighting the roles of participants and techniques for decision-making. Additionally, it identifies reasons meetings may fail and how proper communication can enhance their success.

1. Topic 6: Apply Communication Skills to
Organize Business Meetings and Attend Job
Interviews

2. What is a Meeting?
• A meeting is a gathering of two or more
people that has been convened for the purpose
of achieving a common goal through verbal
interaction, such as sharing information or
reaching agreement.

3. What is a Meeting?
• Meetings may occur face to face or virtually,
as mediated by communications technology,
such as a telephone conference call, a skyped
conference call or a videoconference.
• Meeting may also mean an act or process of
coming together as an assembly for a common
purpose.

4. What is a Meeting?
• Thus, a meeting may be distinguished from
other gatherings, such as a chance encounter
(not convened), a sports game or a concert
(verbal interaction is incidental), a party or the
company of friends (no common goal is to be
achieved) and a demonstration (whose
common goal is achieved mainly through the
number of demonstrators present, not verbal
interaction).

5. What is a Meeting?
• In this sense, the term meeting covers a lecture
(one presentation), seminar (typically several
presentations, small audience, one day),
conference (mid-size, one or more days),
congress (large, several days), exhibition or
trade show (with manned stands being visited
by passers-by), workshop (smaller, with active
participants), training course, team-building
session and kick-off event.

6. What is a Meeting?
• Meetings may be formal or informal
deliberative assembly of individuals called to
debate certain issues and problems, and to take
decisions. Formal meetings are held at definite
times, at a definite place, and usually for a
definite duration to follow an agreed upon
agenda. In a corporate setting, they are divided
into two main groups.

7. What is a Meeting?
• i. Organizational meeting: normally a regular
meeting involving stockholders (shareholders)
and management, such as a board meeting and
annual general meeting (AGM).
• ii. Operational meeting: regular or ad hoc (not
planned in advance) meeting involving
management and employees, such as a
committee meeting, planning meeting, and
sales meeting.

8. Meeting Frequency Options
•Options generally include the following:
•A one-time meeting: it is the most common
meeting type and covers events that are self-
contained. While they may repeat often, the
individual meeting is the entirety of the event.
This can include a 2006 conference. The 2007
version of the conference is a stand-alone
meeting event.

9. Meeting Frequency Options
•A recurring meeting: it is a meeting that recurs
periodically, such as an every Monday staff
meeting from 9:00 am. to 9:30 am. The meeting
organizer wants the participants to be at the
meeting on a constant and repetitive basis. A
recurring meeting can be ongoing, such as a
weekly team meeting, or have an end date, such
as a 5 week training meeting, held every Friday
afternoon.

10. Meeting Frequency Options
•A series meeting: it is like a recurring meeting,
but the details differ from meeting to meeting.
One example of a series meeting is a monthly
‘lunch and learn’ event at a company, church,
club or organization. The placeholder is the
same, but the agenda and topics to be covered
vary. This is more of a recurring meeting with
the details to be determined.

11. Different Types of Meetings
•Most common types of meetings are as follows:
•i. The general members meeting: This is the
most common meeting, which usually happens
once a month or once every two weeks. General
meetings are usually the places where decisions
are made and where the executive reports on
work they and other sub-committees have done.

12. Different Types of Meetings
•ii. Special meetings/Ad hoc: A meeting called
for a special purpose or to discuss specific
issues, for example preparing for a national
conference or work on planning activities for the
year. They should not be run like general
members meetings (with minutes, reports etc)
but should only focus on the issues they’ve been
called to discuss.

13. Different Types of Meetings
•iii. Executive meetings/management meeting: a
meeting among managers who should meet more
regularly than the general members. The executive has
to plan implementation for the organisation, monitor
the work that has been done, deal with problems, and
often relate to other levels of the organisation. Every
executive meeting should have an item on the agenda
that plans for the next general members meeting. They
should provide both leadership and administration to
the organisation.

14. Different Types of Meetings
•iv. Annual general meeting (AGM): Most
organisations have an AGM laid down in their
constitution. The AGM is the place where the
executive accounts to all members about the activities
of the year as well as the finances of the organisation.
The AGM is also the place where new leaders are
elected and are given a mandate to run the
organisation for another year. Most AGM’s need at
least the following two detailed reports to the
members:

15. Different Types of Meetings
•v. Board meeting, a meeting of the board of
directors of an organization
•vi. Investigative meeting, generally when
conducting a pre-interview, exit interview or a
meeting among the investigator and
representative.
•vii. Kickoff meeting, the first meeting with the
project team and the client of the project to
discuss the role of each team member.

16. Different Types of Meetings
•viii. Off-site meeting, also called ‘offsite
retreat’ and known as an away day meeting in
the UK
•ix. One-on-one meeting, between two
individuals
•xi. Staff meeting, typically a meeting between
a manager and those that report to the manager
•xiii. Work Meeting, which produces a product
or intangible result such as a decision.

17. Different Types of Meetings
•xii. Team meeting, a meeting among colleagues
working on various aspects of a team project
•xi. Pre-bid meeting, a meeting of various competitors
and or contractors to visually inspect a jobsite for a
future project. The meeting is normally hosted by the
future customer or engineer who wrote the project
specification to ensure all bidders are aware of the
details and services expected of them. Attendance at
the pre-bid Meeting may be mandatory. Failure to
attend usually results in a rejected bid.

18. Planning a Meeting
•Planning should include the following:
• Plan the objective of the meeting in advance: plan
the objective of the meeting, decide the
attendees/participants of the meeting, planning the
agenda for the meeting i.e., the topics to be discussed,
the sequence in which they will be discussed, in how
much detail they will be discussed, the time given to
each agenda or topic etc. Plan the starting time of the
meeting, plan for the breaks, and also plan the
approximate time by which the meeting should end.

19. Planning a Meeting
•Preparing the agenda: The agenda is a list of
the most important issues for the members to
discuss. If possible give each participant
responsibility for the agenda item. Agenda may
also be drawn from the Matters Arising from the
previous meeting and from the discussions of the
Executive or Secretariat.

20. Planning a Meeting
•Notification/announce/declare the meeting: After
planning the meeting and before actually beginning the
meeting, the participants should be delivered a
message/memorandum to make them aware and ready for
the topics to be discussed in the meeting. It is the executive’s
responsibility to ensure that everyone has been notified of
the date, time and venue of the meeting, as well as the main
issues to be discussed. For many organisations it is a useful
practice to always have their meetings on the same day at
the same time in the same place – for example on the first
Saturday of every month at the tutors conference hall.

21. Conducting the Meeting
•How to run a meeting?
•Be punctual. Try and arrive before time for the meeting.
The meeting should begin on time.
•Open the meeting and welcome everyone.
•State the objective of the meeting in the very beginning
so that all are clear with the purpose of the meeting.
Give a brief introduction of the members/participants so
that all are familiar. Inform members in advance that
there should be no distractions during the meeting (such
as ringing cell phones, or gossiping, etc.).

22. Conducting the Meeting
•Those present and apologies: The apologies of
those members not able to attend the meeting are
recorded as part of the minutes. Send round an
attendance register if there are too many people
to just record it in the minutes. Ask if there are
any apologies from people who are not there.

23. Conducting the Meeting
•The agenda: The agenda is the responsibility of the
Chairperson and the Secretary. Then go through the
agenda step by step. There are standard items for any
agenda. These items should be arranged in order of
priority and time should be allocated for each
discussion. Where possible, try to familiarise yourself
with each area of discussion.
•An agenda should include a last item known as General
or Any Other Business to allow individuals to raise short
items not included on the agenda.

24. Conducting the Meeting
•Minutes: these are accurate notes of what is discussed
and decided on at meetings. Make sure that the
minutes of the previous meeting are circulated to
everyone or at least read at the beginning of the
meeting. Minutes must be adopted at the beginning of
a meeting. Give people a chance to read the minutes
or read them out aloud. Everyone must agree that they
are an accurate record of the last meeting. Members
must be given the chance to add where item/points
might have been left out.

25. Conducting the Meeting
•Matters arising from the minutes: this covers points that
were discussed at the last meeting, when perhaps someone
was asked to do some work or there have been subsequent
developments, which now need discussion. A list of these
points is drawn from the previous meeting’s minutes.
Matters arising include: tasks – a report back must be given
Matters for which further information was required for
discussion
Matters that were deferred (delayed until this time) to this
meeting.

26. Conducting the Meeting
•Correspondence: this means all the letters that have
been received by the organisation since the last
meeting. They can be dealt with in different ways. If
your group does not receive many letters, they could
be read out and then discussed. Another way is for
the secretary to list them with a brief explanation.
The chairperson then goes through the list and
suggests action. If the issue raised in the letter needs
decisive action it can be more fully discussed.

27. Conducting the Meeting
•Other items on the agenda:
chairperson/secretary must introduce each item
on the agenda. The item introduced could be
either a discussion or a report.
•The chairperson (CP) is the most important
person in the meeting. The CP opens the meeting
and presents the agenda. CP should start a
meeting by setting a cut-off time when everyone
agrees that the meeting should end.

28. Conducting the Meeting
•This helps to encourage people to be brief. CP
should set the pace for the meeting, make sure
that people stick to the topics, ensure that
democratic decisions are taken, and that
everyone is on board with these decisions.
However, it is always good to have an
experienced chairperson for important meetings.

29. Conducting the Meeting
•A good CP is an active chairperson; it is not the
CP’s job to simply keep a list of speakers and to
let them speak one after the other. The CP should
introduce the topic clearly and guide the
discussion especially when people start repeating
points. When a discussion throws up opposing
views, the CP should try to summarise different
positions and propose a way forward.

30. Conducting the Meeting
•The way forward can involve taking a vote on
an issue, having a further discussion at another
date, or making a compromise that most people
may agree with. The CP should ask for
agreement from the meeting on the way forward,
and apologise to those who still wanted to speak.

31. Conducting the Meeting
•CP involves all attendees during the discussion
and also ensures that no one dominates
discussion. Discussion should be to examine a
problem or discuss an issue in more detail–get
everyone’s ideas and points of view on it, arrive
at a decision, delegate responsibility for the
completion of the task, and follow-up to ensure
that it is completed.

32. Conducting the Meeting
•CP should try to summarise the discussion clearly
restating ideas and proposals put forward.
However, there is no need to repeat everything that
has been said. CP must be able to get agreement on
what the decision is – CP must ensure that everyone
understands the decision, delegates to someone the
duty of carrying out the decision, ensures that the
person given the responsibility knows what CP has
to do and when it should be done and reported on.

33. Conducting the Meeting
•CP encourages new ideas from the participants,
respects their ideas and ensures that everyone
takes part in the discussions and decision-making.
CP asks for feedback; give a quick review of the
issues discussed in the meeting and make sure
that all the issues are discussed within the time
frame. If time does not permit discussion of all
issues, ask the participants if they are comfortable
in discussing those issues in the next meeting.

34. Conducting the Meeting
•CP ensures that the date for the next meeting is
always fixed, set or decided at the meeting. CP
evaluates the meeting - assess the meeting after
it is conducted. Ask questions such as whether
the objectives of the meetings were well met, did
it involve participation of all, which part of the
meeting did the attendee found most constructive
and which part of meeting was not significant.

35. Meeting Procedures
•All members should know meeting procedures.
There are a number of points that people use in
meetings to ensure that the meetings run
smoothly. Often members use these points to
assist the chairperson.
•The following are procedural points most used
in meetings:

36. Meeting Procedures
•Point of Order: It should be used when a
member feels that the meeting procedure is not
being stuck to and s/he wants the meeting to
return to the correct procedure or order. For
example, when an individual is speaking totally
off the point, another member might ask on a
point of order for the speaker to stick to the
agenda.

37. Meeting Procedures
•Point of Information: A member may raise
their hand and ask to make point of information
(or request information) when it is not his or her
turn to speak. This can enable a member to speak
(by putting up his/her hand and asking to speak)
when it is not his/her turn to request more
information on the matter being discussed, or to
give more information on a point being
discussed.

38. Meeting Procedures
•Out of Order: When an individual is not
sticking to meeting procedure, being rude,
interjecting or misbehaving in some way, the
chairperson might rule him/her out of order.
•Protection: A speaker who is being harassed
when he/she is speaking can ask for the
protection of the Chairperson.

39. Meeting Procedures
•Quorums: this is the minimum number of people
who must be present for the meeting to conduct
business and take decisions. This minimum number is
stated in the organisations constitution. The meeting
cannot start until there is a quorum. Always ensure
that you have this minimum number of people at a
meeting, especially when decisions must be taken. If
you do not, and decisions are taken, members who
were not present can request that it is re-discussed,
meaning that time was wasted.

40. Meeting Procedures
•All these points are called meeting rules or
procedures, which are there to try to make
meetings more efficient and effective. They
should not be over-used just for the sake of it.

41. How to take Decisions in Meetings
•Decisions are usually reached through two main
ways:
•i. Consensus: this means reaching decisions by
discussion and general agreement.
•ii. Voting: people vote for a particular proposal.
Usually one person will put forward a proposal,
someone else will second it and then people will
vote. If the majority of people accept the proposal,
it then becomes binding on the organisation.

42. How to take Decisions in Meetings
•Voting can either be done by a show of hands or
secret ballot:
•Show of hand: The Chairperson would call for
a show of hand when there is a difference of
opinion amongst members when a decision
needs to be reached. S/he will call on members
to raise their hands to show their support for or
against a proposal.

43. How to take Decisions in Meetings
•These votes are then counted – majority would
ensure that the proposal stands or falls away.
•Secret ballot: Each person would be given a
piece of paper where s/he would write whether
s/he supports a particular proposal or not. The
votes would be counted and the majority would
ensure that the proposal stands or falls away.

44. How to take Decisions in Meetings
•It is usually better to reach consensus than to
vote. Reaching consensus often means that there
are compromises from everyone but it ensures
that most people feel part of the decision.
Sometimes a vote does need to be taken, for
example in elections or when the meeting cannot
reach a decision through consensus.

45. How to Write Minutes in the Meeting
•It is essential that minutes are recorded accurately.
This not only serves as a reminder of issues that need
to be followed up but also prevents arguments about
previous decisions. Minutes are also a guide for the
secretary and chairperson when drawing up the agenda
for the next meeting. Minutes help the organization to
learn from its past failures and successes. This is done
when the secretary reflects on the minutes of the past
year when drawing up an annual report.

46. How to Write Minutes in the Meeting
•There are three aspects to taking good minutes:
•Listening: This is a very important skill to
develop. You must not only listen to what is
being said but you have to ensure that you
understand as well.
•Taking notes: Write down only the main points
and the decisions taken. It is impossible to write
down everything that is being said.

47. How to Write Minutes in the Meeting
•Always try to identify the main points: What is
the main aim of the discussion? What
information is important? Use your own words.
If you do this you will find that your minutes are
more accurate and complete than if you try to jot
down everything a speaker says.
•Pay special attention to decisions. If necessary,
ask for the decisions to be repeated.

48. How to Write Minutes in the Meeting
•Ask for clarification. Do not hesitate to stop the
meeting if you are not clear about any decisions
or issues being discussed.
•Writing the minutes: the following
information should be included:

49. How to Write Minutes in the Meeting
•i. Nature of meeting, date, time, venue
•ii. Names of those present
•iii. Names of visitors
•iv. Apologies
•v. Summaries of decisions and discussions

50. Why Meetings Fail?
•Communicating in a meeting is an essential part
of effective communication. Some meetings are
not conducted in an efficient manner due to
which they fail in accomplishing the sole
objective of the meeting. It may be because:

51. Why Meetings Fail?
 They do not involve participation of all, or
 They may be too long, or
 They may be unsystematic, or
 They may lack a clear agenda, or
 They may not begin on the planned time, or
 They may end without any conclusion.
• As a result, such meetings lead to agitation and sheer
wastage of time. In order to ensure effectiveness of a
meeting, it must be planned, systematic and rational

52. Interviews
•Interview as a formal meeting in which a person
or persons question, consult, or evaluate another
person or persons. Reporters and writers have
meetings with eminent persons to ask questions to
gather material for a media story or broadcast. An
interview reveals the views, ideas, and attitude of
the person being interviewed as well as the skills
of the interviewer. Both the interviewer and the
interviewee must be well prepared for an interview.

53. Types of Interviews
•A job interview is your chance to show an
employer what he/she will get if you are hired.
That is why it is essential to be well prepared for
the job interview. Preparing means knowing
about the industry, the employer, and yourself. It
means paying attention to details like personal
appearance, punctuality and demeanor.
Knowledge is your best weapon.

54. Types of Interviews
•Screening interview: Your first interview with a
particular employer will often be the screening
interview. This is usually an interview with someone
in human resources. It may take place in person or on
the telephone. He/she will have a copy of your resume
in hand and will try to verify the information on it.
The human resources representative will want to find
out if you meet the minimum qualifications for the job
and if you do, you will be passed on the next step.

55. Types of Interviews
•Selection interview: The selection interview is
the step in the process that makes people the
most anxious. The employer knows you are
qualified to do the job. While you may have the
skills to perform the tasks that are required by
the job in question, the employer needs to know
if you have the personality necessary to ‘fit in’.
Many experts feel that this can be determined
within the first several minutes of the interview.

56. Types of Interviews
•Group interview: several job candidates are
interviewed at once. The interviewer or interviewers
are trying to separate the leaders from the followers.
The interviewer may also be trying to find out if you
are a team player. The type of personality the
employer is looking for determines the outcome of
this interview. There is nothing more to do than act
naturally. Acting like leader if you are not one may
put you into a job for which you are not appropriate.

57. Types of Interviews
•Panel interview: in a panel interview, the
candidate is interviewed by several people at
once. It can be quite intimidating as questions
are fired at you. You should try to remain calm
and establish rapport with each member of the
panel. Make eye contact with each member of
the panel as you answer his/her question.

58. Types of Interviews
•Stress interview: It is a technique sometimes
used to weed out those who cannot handle
adversity. The interviewer may try to artificially
introduce stress into the interview by asking
questions so quickly that the candidate does not
have time to answer each one. The interviewer
may also ask offbeat questions, not to determine
what the job candidate answers, but how he/she
answers.

59. Styles on Interviewing
•The two styles of interviewing used by
companies today are the traditional job interview
and the behavioral job interview.

60. Styles on Interviewing
•Traditional job interview: The traditional job
interview uses broad-based questions, such as,
‘why do you want to work for this company’ and
‘tell me about your strengths and weaknesses’.
Interviewing success or failure is more often
based on the ability of the job-seeker to
communicate than on the truthfulness or content
of his/her answers.

61. Styles on Interviewing
•Employers are looking for the answer to three
questions: does the job-seeker have the skills and
abilities to perform the job, does the job-seeker
possess the enthusiasm and work ethics that the
employer expects, and will the job-seeker be a
team player and fit into the organization.

62. Styles on Interviewing
•Behavioural interview: The behavioural job
interview is based on the theory that past
performance is the best indicator of future
behavior, and uses questions that probe specific
past behavior such as, ‘tell me about a time where
you confronted an unexpected problem’, ‘tell me
about an experience when you failed to achieve a
goal,’ and ‘give me a specific example of a time
when you managed several projects at once’.

63. Styles on Interviewing
•Job-seekers need to prepare for these interviews by
recalling scenarios that fit the various types of
behavioural interviewing questions. Expect
interviewers to have several follow-up questions and
probe for details that explore all aspects of given
situation or experience. Recent college graduates with
little work experience should focus on class projects
and group situations that might lend themselves to
these types of questions. Job-seekers should frame
their answers based on a four-part outline:

64. Styles on Interviewing
•i. Describe the situation
•ii. Discuss the actions you took
•iii. Relate the outcomes, and
•iv. Specify what you learned from it.

65. General preparations for an interview
•Interviewing is a skill and, as with all skills,
preparation and practice enhance the quality of
that skill. Preparation can make the difference
between getting an offer and getting rejected.

66. General preparations for an interview
•a. Place/location: Take a practice run to the
location where you are having the interview or
be sure you know exactly where it is and how
long it takes to get there. Do your research and
know the type of job interview you will be
encountering. Do prepare and practice for the
interview, but do not memorize or over-rehearse
your answers.

67. General preparations for an interview
•b. Arrival: If presented with a job application,
do fill it out neatly, completely, and accurately.
Do bring an extra copy of your CV to the
interview. Do plan to arrive about 30 minutes
early. Late arrival for a job interview is never
excusable.

68. General preparations for an interview
•c. Self-assessment: When one is unemployed
need to reassess current skills, talents, abilities,
strengthens, weaknesses, interests and work
values. One needs also to clearly, re-examine
accomplishments and achievements particularly
those that may be relevant to a prospective
employer.

69. General preparations for an interview
•You might be asked in the interview, ‘what
accomplishments are you most proud of?’ and
you freeze up because you do not remember any.
You know you have had accomplishments in
your career, but you just cannot dredge them up.
Try to remember your accomplishment in the
following guiding questions:

70. General preparations for an interview
•
•i. In each previous job, what special things did you do better
than anyone else did or could have done?
•ii. How did you go above and beyond what was asked of you in
your job description?
•iii. Were you promoted?
•iv. Did you win any awards?
•v. Have you received any complimentary memos or letters from
employers or customers?
•vi. What tangible evidence do you have of accomplishments –
publications you have produced, products you have developed or
software applications you have written?

71. General preparations for an interview
•d. Updating and re-assessing your resume: A resume must
be accomplishments based rather than descriptive of one’s
responsibilities. Even if you have sent your best-yet resume,
review it thoroughly and know everything that is on it. Be
prepared to discuss supplementary experiences that might be
important to this employer. Focus on experiences you feel are
most relevant and match them to the employer’s needs.
Practicing typical and targeted interview questions is
essential. Be able to answer the following basic questions:
•a. Why are you interested in this field/company/position?

72. General preparations for an interview
•Be prepared to discuss anything on your
resume. Be prepared to answer questions/issues
you really do not want to answer. For example:
•a. Your greatest weakness
•b. Your lack of related experience
•c. Your lack of leadership experiences
•d. Your record of job-hopping (very lively or
busy).

73. General preparations for an interview
•Because interviewing is a skill, you can only
improve your style and acumen (ability to
understand things quickly and well) with
practice.

74. Fundamental principles of interviewing
•In order to conduct more effective interviews,
the following principles should be used:
•1. Questions are asked that allow the candidate
to do at least 70% of the talking. Questions that
can be answered by a ‘yes’ or a ‘no’ answer are
avoided. The best questions are ones that make
the candidates recount the past experience.

75. Fundamental principles of interviewing
•2. The questions are phrased so that the desired
or right answer is not apparent to the applicant.
•3. Questions are asked about one subject at a
time.
•4. The interview begins with an easy question
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.

76. Fundamental principles of interviewing
•6. If the applicant does not respond right away
to a question, interviewers do wait. Give him/her
time, while they add to their notes.
•7. A candidate may be asked a follow up
question to talk more about a situation, to give
more details.
•8. A candidate may be asked to describe his/her
past behavior in the kind of situations he/she will
encounter on the job.

77. Fundamental principles of interviewing
•9. Questions may be alternated between easy,
non-threatening questions, and more difficult
pointed ones.
•10. Candidates may be allowed to ask questions
they have about the job, when interviewers have
finished theirs.

78. Types of interviewing questions
•Skilled interviewers use a variety of types of questions
to draw the most information from the candidate.
•Permission questions: They are used at the beginning
of the interview to put the other person at ease.
Examples include:
•a. Are there any questions you have about the process
before we begin the interview?
•b. Is there anything I can do to make you more
comfortable before we begin?
•c. Okay, should we start with question one?

79. Types of interviewing questions
•Factual questions: factual questions are low-risk
attempts to obtain objective data about the applicant.
They are intended to give a picture of the status of the
applicant. These questions can be used to help make
the applicant feel comfortable and are good to use at
the beginning of the interview and after a particularly
difficult or threatening question. Examples include:
•a. What do you do in your present job?
•b. How long have you worked there?
•c. What attracted you to our company?

80. Types of interviewing questions
• ‘Tell me about’ questions: these questions are the most
important during a hiring interview. They ask the candidate
to describe their past experience. Examples include:
•a. Tell me about a recent important decision you made and
how you went about it.
•b. Walk me through the first and last half hour of your
most recent normal workday. Say what did you do first,
second, e.t.c.
•c. Tell me about a recent work assignment that made you
look forward to going to work.

81. Types of interviewing questions
•Feeling questions: feeling questions are designed
to obtain subjective data on the applicant’s feelings,
values, and beliefs. They are useful as follow-ups to
‘tell me about’ or factual questions. The applicant
should respond by describing an emotional state,
not by describing what they thought. Examples:
•a. How did you feel about that reaction?
•b. What do you like best about your present job?
•c. How would you feel if this were to occur?

82. Types of interviewing questions
•Checking questions: checking questions are asked to
make sure that interviewers have understood the
applicant’s answer. They are useful at any point in the
interview, but most useful at the end to help
interviewers to check any assumptions they have made
about the applicant. Examples include:
•a. Is this what you mean?
•b. As I understand it, your plan of action is this. Am I
right?
•c. Are you saying that was a negative experience?

83. Success in an Interview
•Many interviews fail because of lack of proper
communication. Communication is more than
just what you say. Often it is the non-verbal
communication that we are least aware of, yet it
speaks the loudest. Many factors contribute
towards success in an interview. Some of them
are:

84. Success in an Interview
•Dressing for the interview: Appearance is very
important and good grooming is essential. Your
hair should be neat and stylish. Your nails should
be well manicured and clean. Men’s nails should
be short. Women’s nails should be of a
reasonable length and polished in a neutral
colour. Also, for women, the makeup should not
be heavy. Perfume or cologne should be avoided
as some people find certain scents offensive.

85. Success in an Interview
•Establishing rapport: Since the interviewer’s job is to make
sure that not only your skill but your personality as well is
good match, you must establish rapport with the person or
persons interviewing you. That begins the instant you walk in
to the door. Let the interviewer set the tone. Nothing is as
awkward as offering your hand and having the gesture not
returned by the other person. Therefore, you should wait for
the interviewer to offer his/her hand first, but be ready to offer
your hand immediately. Some experts suggest talking at the
same rate and tone as the interviewer. For example, if the
interviewer is speaking softly, so should you.

86. Success in an Interview
•Body language: Body language gives more
away about us than speech. Hands resting
casually in your laps are more inviting rather
than arms folded across your chest. Do not look
too stiff, or like a bundle of nervous energy.

87. Success in an Interview
•Speaking: Speak slowly and clearly. Don’t be soft-spoken
(gentle and quite voice). A forceful (firmly and clearly)
voice projects confidence. Do have a high confidence and
energy level, but don’t be overly aggressive. Also do not
say anything negative about former colleagues, supervisors,
or employers. Do make sure that your good points come
across to the interviewer in a factual and sincere manner.
Do stress your achievements. Don’t offer any negative
information about yourself. Don’t inquire about salary,
vacations, bonuses, retirement, or other benefits until after
you have received an offer.

88. Success in an Interview
•Answering questions: Pause before you answer
a question. Your answers will seem less
rehearsed and it will give you a chance to collect
your thoughts. Do not memorize the actual
answers, but become familiar with how you will
answer the questions.

89. Success in an Interview
•Eye contact: Eye contact is very important, make good eye
contact with your interviewer (s), but make sure it looks natural.
if you have a habit of looking away while listening, it shows lack
of interest and a short attention span. If you fail to maintain eye
contact while speaking it shows lack of confidence in what you
are saying; it may also send the subtle indication that you may be
lying. Do not just assume you have good eye contact. Ask.
Watch. Then practice. Ask others if you ever lack proper eye
contact. If they respond that they have noticed, ask if it was
during speaking or listening. Take note. Then sit down with a
friend and practice until you are comfortable maintaining sincere,
continuous eye contact.

90. Success in an Interview
•Facial expressions: A smiling, relaxed face is
always inviting. Take a good, long, and hard look
at yourself in the mirror. Look at yourself as others
would. Then modify your facial expressions. First
eliminate any negative overall characteristics that
might exist, then add a simple feature that nearly
every interviewee forgets – smile, a true and
genuine smile that says that you are a happy person
and delighted to be interviewed by the company.

91. Success in an Interview
•Posture: Posture sends the signal of your
confidence and power potential. Stand tall, walk
tall, and most of all, sit tall. This is not said to
offend short people. Height is not what is
important, posture is. When you are seated,
make sure you sit at the front age of the chair,
slightly leaning forward, intent on the subject at
hand. Your best posture is to always be leaning
forward slightly.

92. Success in an Interview
•Gestures: If you normally move your hands
around a lot when you speak, tone it down some.
Contrary to popular belief, gestures should be
very limited during an interview. So do not use
artificial gestures to supposedly heighten the
importance of the issue at hand. When you do
use gestures make sure they are sincere and
meaningful.

93. End of Topic 6