Types of interview
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The document describes different types of interviews: personal interviews for selection, promotion, and exit of employees; evaluation interviews to annually review employee progress; persuasive interviews to sell products or ideas; structured interviews following a formal agenda; unstructured interviews without formal procedures; counseling interviews to understand employee issues; disciplinary interviews for breaching rules; stress interviews to observe reactions; standardized interviews using same open-ended questions; and a general interview guide approach to collect same information areas from all interviewees.
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This document provides an overview of change management. It outlines the eight steps of change management and discusses preparing for change by establishing structure, managing resistance, and creating change plans. It also discusses monitoring progress and feedback, addressing barriers to change, and reinforcing change through awareness, desire, knowledge, ability, and reinforcement. The goal of change management is for employees to adopt and utilize solutions to achieve business results.
8 Steps of Change
Kotler outlines an 8 step model for successful change efforts that includes unfreezing the status quo, introducing new practices, and grounding changes in a new culture. The steps are: 1) create a sense of urgency; 2) pull together a guiding team; 3) develop a change vision and strategy; 4) communicate for understanding and buy-in; 5) empower others to act; 6) produce short-term wins; 7) don't let up and continue change; and 8) create a new culture.
Assertiveness_28.05.2015
The document provides information about assertiveness, including defining it as being self-assured and confident without aggression. It lists five learning outcomes related to understanding and improving assertiveness. It also discusses why being assertive is beneficial by allowing people to more easily find win-win solutions, be better problem solvers, and feel less stress. An assertiveness quiz is included to help people assess their own tendencies in different situations.
Training_Jalandhar
This document discusses establishing a culture of communication in the classroom through engaging students in rigorous discussions. It provides several strategies for teachers to model discussion norms and procedures, including having students partner up to discuss topics, selecting topics for small groups to "fishbowl" discuss, and posing problems for students to consider. The document emphasizes the importance of establishing norms, modeling discussions, and practicing communication skills to help students develop as effective discussants.
Campus To Corporate
The document summarizes a training presentation on goal setting and achieving results. It discusses setting short-term and long-term goals, using SMART goals, the process of setting goals, translating goals into performance, ensuring goals are specific and challenging, and focusing on outcomes rather than tasks. It also outlines factors within and outside of one's control that influence achieving results.
Ownership & Accountability
This document discusses ownership, accountability, and how to move from accountability to ownership. It begins by defining accountability and distinguishing it from ownership. It then outlines five levels of accountability and four levels of ownership. It discusses how victimization differs from accountability. Finally, it provides seven steps to move from accountability to ownership, with each step focusing on a key word like passion, preparedness, or perspective. The overall goal is to help people understand ownership and accountability and how to foster a culture of ownership.
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The complex relationship between human activities and the environment has been the focus
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to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
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Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
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Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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Types of interview
- 1. Types of Interview 5/1/2020 1ISMP NEERU
- 2. Personal interviews • Selection of the employees • Promotion of the employees • Retirement and resignation of the employees.Of course, this type of interview is designed to obtain information through discussion and observation about how well the interviewer will perform on the job and is also known as exit interview. 5/1/2020 2ISMP NEERU
- 3. Evaluation interviews • The interviews which take place annually to review the progress of the interviewee are called the evaluation interviews. • Naturally, it is occurring between superiors and subordinates. • The main objective of this interview is to find out the strengths and weaknesses of the employees. 5/1/2020 3ISMP NEERU
- 4. Persuasive interviews • This type of interview is designed to sell someone a product or an idea. • When a sales representative talk with a target buyer, persuasion takes the form of convincing the target that the product or idea meets a need. 5/1/2020 4ISMP NEERU
- 5. Structured interviews • Structured interviews tend to follow formal procedures; the interviewer follows a predetermined agenda or questions. 5/1/2020 5ISMP NEERU
- 6. Unstructured interviews • When the interview does not follow the formal rules or procedures. It is called an unstructured interview. • The discussion will probably be free-flowing and may shift rapidly form on subject to another depending on the interests of the interviewee and the interviewer. 5/1/2020 6ISMP NEERU
- 7. Counseling interviews • This may be held to find out what has been troubling the workers and why someone has not been working. 5/1/2020 7ISMP NEERU
- 8. Disciplinary interviews • Disciplinary interviews are occurring when an employee has been accused of breaching the organization’s rules and procedures. 5/1/2020 8ISMP NEERU
- 9. Stress interviews • It is designed to place the interviewee in a stress situation in order to observe the interviewee’s reaction. 5/1/2020 9ISMP NEERU
- 10. Standardized or open-ended interview • Here the same open-ended questions are asked to all interviewees; this approach facilitates faster interviews that can be more easily analyzed and compared. 5/1/2020 10ISMP NEERU
- 11. General interview guide approach • The guide approach is intended to ensure that the same general areas of information are collected from each interviewee this provides more focus than the conversational approach but still allows a degree of freedom and adaptability in getting the information from the interviewee. 5/1/2020 11ISMP NEERU