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CAREER - ROLES & SKILLS
What Is Career Management?
Career management is the process through which people:
Become aware of their own interests, values, strengths, and weaknesses
Obtain information about job opportunities within the company
Identify career goals
Establish action plans to achieve career goals
Career Graph- Sales
Sales Leadership Sales Management Field Sales
Key Account Manager / Account Manager Business Development Manager Channel Managers Strategic Sales / Solution Sales Application Sales
Retail & Contact Center Inbound/ Outbound Retail / Automobile etc...
Sales Support Pre-sales Post-sales Sales Logistics Customer Service
Career Graph- Marketing
Chief Marketing Officer
Marketing Head
Senior Marketing Manager/ Marketing Manager
Marketing Executive
Brand Manager
Brand Executive
Market Research Executive
Account Managers ( Advertisement, Media )
Strategic Planner ( Advertisement , Media)
Media Planning
Digital Media Executive etc
Career Graph -Finance Entry Level
Research Analyst
Financial Analyst
Relationship Manager
Middle Level
Finance Manager
AVP
DGM ( Finance)
Branch / Ops Manager
Sales Manager - Corporates
Associate Consultant
Investment Banker
Senior Level
VP/Sr.VP
CFO / CEO
Financial Controller
Ops Head
Financial Consultant
Career Graph- IT
Leadership CTO Chief Technology Officer CIO Chief Information Officer Director IT
Middle Management ERP Consultants Project Managers IT Managers Information Systems Managers Information Security Managers
Junior Management Business Analysts Technical Analysts ERP Consultant Project Leads Audit Manager
Essential Skills
Understanding Customers
Customer Characteristics
Customer Motivations
Customer Need
Customer Constraints
Customer Decision making
Finding the optimal Solution to Customers problems
Be Customer-centric
Communication
Asking the RIGHT questions
Clarity and Content
Comprehension
Concern
Reinforcing the message
Active Listening
Interest, Engagement
Be Concise
Avoid Jargons
Verbal Communication: Listening
Effective Active Listening
Visualize
Encourage Buyer to Talk
Make No Assumptions
Paraphrase & Repeat
Monitor Non-Verbal
Pay Attention
Presentation
Presenting your product/service well
Differentiate
Establish Credibility
Build Desire
Move one step ahead
Organization
Be well-organized
Information about customers, prospects, product, competitors
Be able to use right information at the right time
Self-motivation
Rude Customers
Lengthy Sales Process
Difficult Prospects
Creativity & Innovation
New ideas/ Breakthrough ideas
Useful ideas
Leading to better results using lesser resources
Domain specific Knowledge
Generate alternatives
Engage in divergent thinking
Suspend judgment
Take risks
The flow of creativity
Relationship Management
Show Respect
Build Trust
Add value
Be ethical
Making a connection
We like, trust, and believe people who like us
Personal Qualities
Integrity
Honesty
Trust-worthy
Helpful & Concerned
Positive
Energetic
An Introduction to Teamwork
What is a Team?
Two or more individuals with a high degree of interdependence geared toward the achievement of a goal or the completion of a task.
Teams make decisions, solve problems, provide support, accomplish missions, and plan their work.
How is a Team Different from a Group or Committee?
Teams embody a collective action arising out of task
interdependency Members of the team agree on the goal Members agree that they must work together to achieve
the goal
Each member is viewed as having one or more important roles to play to successfully achieve the goal
There is less hierarchy within the unit than in most work
groups
There are Many Types of Teams Examples of Teams:
Athletic Team people working together to win a game Natural Work Group people working together every
day in same office with similar processes and equipment Business Team cross-functional team overseeing a
specific product line or customer segment Improvement Team ad hoc team with responsibility for
improving an existing process
Understanding
group behavior
Group Content - what is being said, the words, the discussion
Group Process - how the group works, methods, ways of making decisions, how people participate
Aspects of Group Process:
Communication Who talks to whom?
Who interrupts and how is it handled?
How are quiet members treated?
High and low participators? Shifts in participation levels?
Do people look at each other when they talk?
How are new members treated?
Aspects of Group Process:
Decision -making
What process does the group use to make decisions?
Is the process agreed upon by everyone?
Does the process change as group proceeds?
Does anyone make a decision and carry it out without agreement from the others?
Is there evidence of a majority pushing a decision
Are minority opinions heard?
Aspects of Group Process: Problem-
solving
Does the group take time to understand the problem?
Is the problem well articulated?
Is there time for brainstorming creative solutions?
Can the group move to from problem identification, identifying possible solutions, to
selecting solutions and implementation?
Group Problem Solving
Listen for common Themes Organize ideas Evaluate alternatives Manage conflict
Involve people
Get information
Develop plan
Generate ideas
Assign responsibilities
Find resources
Monitor progress
Motivate
Details/Finish
Presentation
IDENTIFY PROBLEM
Recognizing Dysfunctional
Behavior
Blocking
Aggression
Dominating
Withdrawing
Out of field behavior
Team Roles: Task
Initiating
Seeking and Giving Information
Clarifying
Summarizing
Consensus Taking
Accountability
Team Roles: Relationships
Communication Gatekeeping
Encouraging
Resolving Conflict
Acknowledging Feelings
Setting Standards/Norms
Openness
Attitudes for Effective Teamwork
Appreciation for value of team decisions
Respect for team members
Mutual trust
Openness to feedback
Reflection on group process and interest in improving
Shared vision
Characteristics of
Effective Teams?
Members have a clear goal
The focus is on achieving results
There is a plan for achieving the goal
Members have clear roles
Members are committed to the goal
Members are competent
They achieve decisions through consensus
There is diversity among team members
Members have effective interpersonal skills
They know each other well and have good relationships
More Characteristics
Each member feels empowered to act, speak up, offer ideas
Each member has a high standard of excellence An informal climate and easiness exists among
members
The team has the support of management The team is open to new ideas There is periodic self-assessment There is shared leadership of the team The team is a relatively small size There is recognition of team member accomplishments There are sufficient resources to support the team work
Effective Team-Building
There must be frequent and prolonged contact
Team members come together around a
specific goal or project
Effective teams go through four stages of
team development
Four Stages of Team Development
Forming
Storming
Norming
Performing
Every effective team goes through these life cycle stages
Forming
Team members are introduced and begin getting to know each other
Goals and tasks are established
Generally polite behavior among members
Norms are not understood
Storming
Members are sizing each other up and may feel more comfortable and voice their views
Members may compete for team roles
May argue about goals or how they should be accomplished
May choose sides against other members
Norming
Once issues are resolved, agreement
occurs around team
norms and expectations
Trust and common interests are developing
Roles and objectives are clarified and
understood
Performing
Members make contributions and are motivated by results
Leadership is shared according to members knowledge and skills
Norms and culture are well understood
Tasks get accomplished effectively and efficiently
EMOTIONAL INTELLIGENCE
IQ vs EQ
Definition of Intelligence
The ability to learn or understand or to deal with new or trying situations : the skilled use of reason
The cognitive abilities of an individual to learn from experience, to reason well, and to cope effectively with the demands of daily living.
What Do We Know About IQ?
Predicts school grades relatively well
Does not predict success in life
Predicts 6% of job success
Peaks in late teens
Culture-bound, Gender Bias, SES
Racial controversies
Gets you in the door
Professional schools (medicine, dentistry, law)
Can help you get hired (Harvard MBA)
Static
Intelligence Core Components End-StatesLogical-
mathematical
Linguistic
Musical
Spatial
Sensitivity to, and capacity to discern, logical
or numerical patterns; ability to handle long
chains of reasoning.
Sensitivity to the sounds, rhythms, and
meanings of words; sensitivity to the
different functions of language.
Abilities to produce and appreciate rhythm,
pitch, and timbre; appreciation of the forms
of musical expressiveness.
Capacities to perceive the visual-spatial
world accurately and to perform
transformations on ones initial perceptions.
Scientist
Mathematician
Poet
Journalist
Violinist
Composer
Sculptor
Navigator
Gardners Seven Intelligences
Gardners Seven Intelligences
Intelligence Core Components End-States
Bodily-
Kinesthetic
Interpersonal
Intrapersonal
Abilities to control ones body
movements and to handle objects
skillfully.
Capacities to discern and respond
appropriately to the moods,
temperaments, motivations, and desires
of other people.
Access to ones own feelings and the
ability to discriminate among them and
draw upon them to guide behavior;
knowledge of ones own strengths,weaknesses, desires, and intelligences.
Dancer
Athlete
Therapist
Salesman
Person with
detailed
accurate self-
knowledge
Emotional intelligence involves the abilities to perceive, appraise, and express emotion; to access and/or generate feelings when they facilitate thought
to understand emotion and emotional knowledge and
to regulate emotions to promote emotional and intellectual growth
Mayer & Salovey (1997)
What Is Emotional Intelligence?
Emotional intelligence is an array of non-cognitive capabilities, competencies, and skills that influence ones ability to succeed in coping with environmental demands and pressures
Non-Ability Factors Role: "individuals with identical IQ's may differ very markedly in regard to their effective ability to cope with their environment
Wechsler
Emotionally Intelligent Behaviour?
Decades of research now point to emotional intelligence as being the critical factor that sets star performers apart from the rest of the pack. The connection is so strong that 90% of top performers have high emotional intelligence.
Emotional intelligence is the "something" in each of us that is a bit intangible. It affects how we manage behavior, navigate social complexities, and make personal decisions to achieve positive results. E.I. Is The Set Of Abilities That Helps Us Get Along In Life With Other People In All Kinds Of SituationsMaurice Elias, Rutgers U.
Emotional IQ has 5 components
Self awareness
Managing emotions
Motivating ourselves
Empathy
Resolving conflicts/handling relationships
We are not born with social skills; we must learn them.
EI Factors
Intra-Personal
Emotional Self-Awareness
Assertiveness
Self-Regard
Self-Actualization
Independence
Inter-Personal
Interpersonal Relationship
Empathy
Social Responsibility
Adaptability
Problem Solving
Flexibility
Reality Testing
Stress Management
Stress Tolerance
Impulse Control
General Mood
Optimism
Happiness
Adding The Tools To The Toolbox
Clear Communication
Empathy
Self Awareness
Decision Making
Problem Solving
Sharing
Patience
Listening
Caring
Getting Along With Others
Gentleness
Perseverance
Self Motivation
Self Control
More Strategies
Peer Mediation
Deep Breathingexhale, Hold 2 Seconds-inhale
Yoga
Use Music To Build Self-esteem, Enhance Expression, Spur Motor Development, Stimulate Listening & Receptive Language
Lessons on hurtfulness of put downs followed by discussion of put ups
Plan on handling feelingsthink rather than react aggressively
Need To Model Gentleness
Sometimes nonverbal, supportive actions are all that is needed in the situation
Dont say
its not as bad as that
big girls dont cry
boys dont cry
it didnt hurt
Ability
Accurately identify emotions in people and objects
Question Types
Identify emotions in faces, landscapes, and designs.
How the Ability May Be Used
"Read" people's moods for feedback.
Identify Emotions
Ability
Generate an emotion and solve problems with that emotion
Question Types
How moods impact thinking; relating feelings to thoughts
How the Ability May Be Used
Creating the right feeling to assist in problem solving, communicating a vision, leading people.
Facilitate Thought
Ability
Understand the causes of emotions
Question Types
Multiple choice emotion vocabulary questions.
How the Ability May Be Used
Being able to predict how people will emotionally react.
Understand Emotions
Ability
Stay open to emotions and blend with thinking.
Question Types
Indicate effectiveness of various solutions to problems.
How the Ability May Be Used
Integrate emotion and thought to make effective
decisions.
Manage Emotions
Negotiation skills
Negotiation- Introduction Negotiation: A process of bargaining by which agreement is reached between 2 or more parties. We all negotiate every day in a wide range of work and social situations. It is important to know how to negotiate for a number of reasons. During the negotiation course, we will explore why negotiating skills are important for you to be successful in business and in life.
So, .......What is Negotiation?
Negotiation takes place when two or more people, with differing views, come together to attempt to reach agreement on an issue. It is persuasive communication or bargaining.
Negotiation is about getting the best possible deal
in the best possible way.
Negotiation Skills
Types of negotiation
Distributive (win-lose)
Integrative (win-win)
Negotiation Skills
Planning the negotiation In any kind of negotiation the planning stage is probably the most important.
Too often in negotiations we go in badly prepared and end up giving concessions that reduce the overall profitability of the final deal. The importance of planning is in having a very clear idea before entering into the negotiation. 1. What are my objectives? 2. What does the other side wish to achieve? 3. What information will influence the final outcome of the negotiation? 4. What concessions can I make? 5. How am I going to achieve my objectives? 6. What part will other people play in the negotiation? Generally, the more time that is spent in planning and preparing for the negotiation, the more beneficial will be the final outcome.
Objectives
Before entering into the negotiation, you need to have a clear idea of your objectives and try to work out those of the other side. Ask yourself the following questions: 1. What exactly do I wish to achieve from this negotiation? 2. Which of my objectives: a. Must I achieve? b. Do I intend to achieve? c. Would I like to achieve? 3. What options or alternatives would be acceptable to me? 4. What are the other sides' objectives? 5. How does the other side see the negotiation?
Information
It has often been said that information is power. In any negotiation, there will be 4 types of information that is important to the final outcome. 1. What information do I have that the other side has also? 2. What information do I have that the other side does not have? 3. What information do I need to have before negotiating with the other side? 4. What information does the other side need before it can negotiate with me? This can be particularly important when negotiating with people who concentrate on price issues. What other things are important to this person? What pressures does he have on him to conclude the deal? How well is his company doing at the moment? How important is it that he deals with my company? etc.
Concessions Negotiating is a process of bargaining by which agreement is reached
between two or more parties. It is rare in negotiation for agreement to be reached immediately or for each side to have identical objectives. More often than not, agreements have to be worked out where concessions are given and received and this is the area where the profitability of the final outcome will be decided. When preparing for negotiation, it is advisable to write down a realistic assessment of how you perceive the final outcome, find out the limits of your authority within the negotiation and decide what you are willing and able to concede in order to arrive at an agreement which satisfies all parties.
Concessions have two elements- cost and value
It is possible during negotiations to concede issues that have little cost to you but have great value to the other side. This is the best type of concession to make. Avoid, however, conceding on issues that have a high cost to you irrespective of their value to the other side. When preparing for negotiations, ask yourself the following questions: 1. What is the best deal I could realistically achieve in this negotiation? 2. What is the likely outcome of the negotiation? 3. What is the limit of my authority? At which point should I walk away? 4. What concessions are available to me? What is the cost of each concession and what value does each have to either side?
Preparing for negotiations.
Put down Best deal, Acceptable deal & Worst acceptable deal The best deal : --------------------------------------- An acceptable deal: ------------------------------------------ The worst acceptable deal: --------------------------------------------
Negotiating Tactics
Controlling the climate What we mean by this is the buyer making the salesperson uncomfortable by becoming less friendly, or creating conflict . In this cold climate the salesperson seeks to put things right and is vulnerable to the other sides demands.
Negotiating Tactics
The use of silence During the negotiation, you may make a proposal and find the other party remains silent. This can be very difficult to handle and often signals `disapproval to the inexperienced negotiator. Just as nature abhors a vacuum, so silence induces the need in people to talk. If you have a proposal to make, make it and ask the other side how he, or she feels about it. Having asked the question, sit back and wait for the answer. Whatever you do, don't change your offer as this could seriously weaken your position.
The vice A common technique used by negotiators when presented with a proposal is to say You'll have to do better than that. This can be a very powerful statement, especially when used with broken record. The most powerful way of dealing with this is to ask them to be more specific. Whatever you do, don't weaken your negotiating position in response to the vice by giving anything away, too easily. This will only encourage repeat behaviour.
Negotiating Tactics
List of complaints This is where the buyer has a pre prepared list of complaints, not necessarily 100% accurate, designed to knock the confidence of the salesperson. Good preparation and knowledge of the account can diminish the effect of this. If necessary adjourn the meeting to check out the list
Negotiating Tactics
Negotiating Tactics Pre-conditioning This can begin before you even get together, or start your negotiations with the other party. Let us take a sales example: You telephone for the appointment and the other side says, aggressively: "Don't bother coming if you are going to tell me about price increases. You'll be wasting your time and I will be forced to speak to your competitors! When you do arrive you are kept waiting in reception for half an hour, without being told why. As you walk through the door into the other person's office they indicate for you to sit down, but don't look up. Instead, they sit leafing through your competitor's brochure, in silence, ignoring your efforts to make conversation. You are given an uncomfortable low chair to sit in that happens to be directly in line with the sun, shining into the office. At this stage, how confident do you feel?
The use of higher authority This can be a most effective way to reduce pressure in the negotiation by introducing an unseen third party and can also be effective in bringing the negotiation to a close. I need to have this agreed by my Board of Directors. If they agree to the terms we have discussed, do we have a deal? Be careful to use this device sparingly so that the other side does not begin to feel you have no decision-making authority yourself.
Negotiating Tactics
Negotiating Tactics Nibbling Negotiations can be a tiring process. As the point draws near when an agreement is likely, both sides exhibit a psychological need to reach agreement and get on with something else. You are very vulnerable as the other side reaches for their pen to sign the order form or contract to concede items that don't significantly affect the final outcome. Oh, by the way, this does include free delivery, doesn't it? Oh, by the way, the price of the car does include a full tank of petrol? Watch out for this.
Negotiating Tactics
The good guy and the bad guy You may have come across this tactic before or else seen it used in films or on television. This is a tactic designed to soften you up in the negotiation. For example, you are negotiating the renewal of your service contract with the Buying Director and his Finance Director. You present your proposal and the Buying Director suddenly gets angry and walks out in disgust muttering to himself about how unfair you have been and how the `relationship' is well and truly over. You pick up your briefcase and are being shown the door when the Finance Director smiles at you sympathetically and says I'm terribly sorry about that. He is under a lot of pressure. I would like to help you renew your contract, but he really will not consider the price you have suggested. Why don't I go and talk to him for you and see if we can agree a compromise? What is the bottom line on the contract? If you give me your very best price, I will see what I can do.
Negotiating Tactics
Body language It is important in negotiation to react verbally and visually when offers are made. You may have seen the more theatrical negotiators hang their heads in despair or accuse you of being unfair and souring a perfectly good relationship when you present your proposal.
The power of legitimacy People believe what they see in writing. We all assume that if a thing is printed or written down, it is non-negotiable.
Factors for success
Legitimacy of your case
Confidence in presenting it
Courtesy to the other party
Adaptation to the other partys style
Rapport
Incentives and trade offs
Research the bigger picture
Negotiation Skills
Leadership In The 21st Century
79
Leadership
Dynamic leadership influences
the attitudes of the people being
led!
Leaders must be charismatic,
inspirational, respectful,
and stimulating when leading!
80
Leadership
Leadership is defined as influencing others to work diligently toward achieving their goals.
81
1. Clearly stating your vision!
2. Explaining your plan for attaining your vision!
3. Instilling confidence and optimism!
4. Expressing confidence in those you lead!!!
Organizational Factors:
82
Customer-Focused
Process
Improvement
Teams
Valuing Diversity Communication Process-Focused Quality-Focused
Competency-Focused
Outcome-Focused
Life-Long Learning (Individual Skills)
Life-Long Learning (Organizational Skills)
12 Unique Insights On
Leadership
1. Become inspirational
2. Encourage elasticity of thinking -- be a visionary versus an operational comfort seeker
3. Identify, assess, and engage the very best talent
4. Become strategic rather than operational
5. Create a climate or spirit of celebration and applause -- spirited organizations excel
6. Be committed every day to putting the pickax to the mountain, find new ways to lift yourself and others higher
83
12 Unique Insights On
Leadership 7. Be the source of possibility thinking
8. Let your co-workers know they are worthwhile and full of promise
9. Find disciplined, organized ways to focus on integrity, trust, credibility, and the commitment to do the right thing
10. Know that management is about today -- and leadership is about tomorrow!
11. Know that management is about process -- leadership is about purpose
12. Recognize success is not about perfection, it's about progress
84
Create A Spirit-Filled,
Motivating Environment
Speak the right things
Influence their attitudes
Develop effective
listening skills
85
Leadership Core Competencies
1. Personal Mastery
2. Technical Skills
3. Interpersonal Effectiveness
4. Customer Service
5. Flexibility/Adaptability
6. Creative Thinking
7. Systems Thinking
8. Organizational Stewardship
86
The Leadership Challenge
Focus on the individual members and the team
Provide employees and stakeholders the opportunity to develop and utilize their talents and strengths
Listen to employees concerns
Allocate the right resources for the right project, at the right time
Specify standards and expectations
Delegate responsibility through empowerment
Let employees and stakeholders identify their own interests and abilities
Lead by example: set the standard for excellence
87
Types of Leadership Style
Autocratic:
Leader makes decisions without reference to anyone else
High degree of dependency on the leader
Can create de-motivation and alienation of staff
May be valuable in some types of business where decisions need to be made quickly and decisively
Types of Leadership Style
Democratic:
Encourages decision making from different perspectives leadership may be emphasised throughout the organisation Consultative: process of consultation before decisions
are taken
Persuasive: Leader takes decision and seeks to persuade others that the decision is correct
Types of Leadership Style
Democratic:
May help motivation and involvement
Workers feel ownership of the firm and its ideas
Improves the sharing of ideas and experiences within the business
Can delay decision making
Types of Leadership Style
Laissez-Faire: Let it be the leadership responsibilities
are shared by all
Can be very useful in businesses where creative ideas are important
Can be highly motivational, as people have control over their working life
Can make coordination and decision making time-consuming and lacking in overall direction
Relies on good team work
Relies on good interpersonal relations
Types of Leadership Style
Paternalistic:
Leader acts as a father figure
Paternalistic leader makes decision but may consult
Believes in the need to support staff
SELF Management
WORK Management
PEOPLE Management
SELF
The first question every employer wants to know!
Self concept has three different components:
Self image - The view you have of yourself
Self esteem or self-worth - How much value you place on yourself
Ideal self - What you wish you were really like
Developing Self - What is Personality ?
Personality is the sum total of ways in which an individual reacts and interacts with others.
An individuals Psychological traits, characteristics, motives, habits, attitudes, beliefs and outlooks.
3 Vs of Communication
VISUAL VOCAL VERBAL
Body Language * (Eye Contact, Expressions, Gestures, Posture
Voice (Volume, Modulation, Pace, Pauses, Articulation)
Content (Dependant on knowledge & Visual/Vocal)
Presentation (Personal Hygiene / Personal Grooming
Body *
Self Management
Management of or by oneself; the taking of responsibility for one's own behaviour and well-being
The personal application of behavior change tactics that produces a desired change in behavior
Self-management is a key skill that will help you throughout your life. It involves setting goals and managing your time.
Contd
Self Management
Develop motivation and concentration skills to overcome the lure of procrastination.
Effective self-management will help avoid stress and provide more opportunities to get involved in campus/ career activities.
A key skill in self-management is self regulation.
Self-regulation refers to individuals monitoring, controlling and directing aspects of their learning for themselves.
Cont
Self-Management Skills- Predisposing, Enabling & Reinforcing factors
PREDISPOSING FACTORS
Am I able?
Self-confidence
Self-efficacy
Safe environment
Access
Is it Worth it?
Self-motivation
Enjoyment
Balanced attitudes
Beliefs
Knowledge
ENABLING FACTORS
Goal setting skills
Self-assessment
Self-monitoring
Self-planning
Performance skills
Coping skills
Consumer skills
Time management
Self-Management Skills-Predisposing, Enabling & Reinforcing factors
Self-Management Skills-Predisposing, Enabling & Reinforcing factors
REINFORCING FACTORS
Success
Family Support
Peer Support
Support professionals
Stages of Change
Self Management Achieved through..
Time Management
Handling distractions
Attitude/ Confidence Strategies
Mind and Body
Benefits of Self-Management
Its an ultimate goal of education
The development of independent, self-directed people who are capable of behaving appropriately and constructively without the supervision of others
Expected, but not often specifically taught!
12 Rules for Self-Management
Live by your values, whatever they are.
Speak up!
Honour your own good word, and keep the promises you make
When you ask for more responsibility, expect to be held fully accountable.
Dont expect people to trust you if you arent willing to be trustworthy for them first and foremost.
Be more productive by creating good habits and rejecting bad ones.
12 Rules for Self-Management
Have a good work ethic, for it seems to be getting rare today. Be interesting. Read voraciously, and listen to learn. Be nice. Be courteous, polite and respectful. Be considerate.
Manners still count for an awful lot in life. Be self-disciplined. Thats what adults are supposed to grow
up to be. Dont be a victim or a martyr. You always have a choice, so
dont shy from it. Choose and choose without regret. Look forward and be enthusiastic.
Keep healthy and take care of yourself. Exercise your mind, body and spirit .
WORK Management
Any employer is interested in hiring a productive individual who has well-developed self-management skills because such an employee can fit the companys requirements and show better productivity.
For employees its highly important to develop self-management skills and abilities because higher productivity paves the way for career promotion and professional advancement.
In any way, both the employer and the employee will benefit from developing abilities and skills for self-management at work
Work Management
Stress-Resistance
Problem Solving
Communication
Time Management
Memory
Physical Activity
Goals of Time Management To be able to have control over your life - manage your time, don't let it manage you! To be healthier and happier (less stress).
Seven Suggestions for Effectively Managing Your Time
1. Be Organized
2. Plan Ahead (Schedule it and it will happen!)
3. Prioritize Your Tasks
4. Avoid Overload
5. Practice Effective Study Techniques
6. Be Able to be Flexible
7. Have a Vision (why are you doing all of this?)
Managing People
A manager's most important, and most difficult, job is to manage people. You must lead, motivate, inspire, and encourage them. Sometimes you will have to hire, fire, discipline or evaluate employees.
People Management
Relationship Management Skills That Enhance Your Business
Whether you run a large company with hundreds of employees or a small business that knows all of its customers by name, great relationship management skills will always set you apart from your competitors and help you retain customers.
7 Subcategories In People Management
Employee motivation
Organizing people
Managing yourself
Team building
Giving feedback
Recruiting
Crisis management (handling people in war time)
Skill Sets for Relationship Management
Inspiration
Influence
Developing
Initiating Change
Managing Conflict
Teamwork
DOs
1. Always understand the bigger picture 2.Display passion 3. Add value. 4. Take initiatives but do not overdo it 5. Be nice and flexible 6. Never lose your temper 7. Take regular feedback 8. Never take lunches alone 9. Play by your strengths 10. Do not get obsessed with the dream job
RESUME WRITING
The first Step towards getting Hired
Purpose of a Resume
Your resume is a marketing tool. It needs to demonstrate:
That you are employable
How you meet the job and the organisation's requirements
That you have the right qualifications and education
That you have the right experience and skills
That you have the right level of professionalism for the job
How long should a Resume be?
There is no set length for a resume. A resume varies in length depending on your experience and education. If you haven't worked much before, one or two pages is best.
Make sure you don't pad out your resume. If your resume is only one page, as long as it's well-presented it might get better results than a big resume full of unnecessary information.
Order of a Resume
Generally it's always good to present the information on your resume in this order:
Contact details Opening statement List of key skills List of technical/software skills Personal attributes/career overview Educational qualifications Employment history/volunteering/work placements References
Does a Resume have to be changed for each Application..?
You need to tailor your resume to every job application so that it responds to the specific requirements of the job you're applying for.
You might not need to change much, but you do need to make sure your opening statement, your key skills and your personal attributes all respond to the needs of the role.
You should also tailor your resume to show how your education/ work experience specifically meets the needs of the job you're applying for.
... Contd
How to Tailor Your Resume -
Ways that you can tailor your resume include:
Using your opening statement to link your experience and education to the organisation and the requirements of the job
Listing your most relevant key skills first
Including examples of achievements that meet the advertised requirements of the job
Including specifically relevant key words and phrases throughout your resume (eg Skills, Jobs ,Activities, Qualifications
Software, Tools)
What your Resume Should include
Contact details
Opening Statement
Key Skills and Strengths
Technical / Software Skills
Personal Attributes
Educational History
Employment History
References
Testimonials
What your Resume Should NOT include
Personal information
Typos or Factual Errors
Images and Graphics
Content in Headers
Fancy Formatting
PDF versions of your Resume (unless asked in that format)
Some Tips for a Crisp Resume
Focus on the Employers needs, not yours.
Plan first
A great resume has two key sections
Assertions
The evidence section
A good Objective
Summary of Qualifications as a punch line
Skills and Accomplishments
Evidence
HOW TO PRESENT YOUR WORK HISTORY, EDUCATION, ETC.
Experience . List jobs in reverse chronological order
Education . List education in reverse chronological order, degrees first, followed by certificates and advanced training. Set degrees apart so they are easily seen. Put in boldface whatever will be most impressive
Awards
Professional Affiliations
Civic/ Community Leadership
Personal Interests
References
A FEW GUIDELINES FOR A BETTER PRESENTATION
The resume is visually enticing, a work of art. So Make sure to ..
.. keep it simple, clean structured, very easy to read. symmetrical, balanced and uncrowded
.. there is uniformity and consistency in the use of italics,
capital letters, bullets, boldface, and underlining
.. No errors. No typographical errors. No spelling errors. No grammar, syntax, or punctuation errors. No errors of fact.
... Contd
GUIDELINES FOR A BETTER PRESENTATION
All the basic, expected information is included.
Jobs listed include a title, the name of the firm, the city and state of the firm, and the years.
It is targeted.
Strengths are highlighted / weaknesses de-emphasized. It has focus.
Use power words.
... Contd
GUIDELINES FOR A BETTER PRESENTATION
Show you are results-oriented.
Writing is concise and to the point.
Vary long sentences with short punchy sentences.
Right font.
Good paper
Shorter is usually
Watch your verb tense.
Dont repeat a power verb or adjective in the same paragraph.
Break it up.
Experience before educationusually (*).
Telephone number that will be answered.
PERSONAL INTERVIEW
Assessment Parameters in Personal Interviews.
Technical Skills
Communication skills
Critical thinking
Personal management
Leadership
Adaptability
Assessment Parameters in Personal Interviews
Organization Skills
Motivation
Problem Solving
Maturity
Professional Judgment
Ability to learn
Dos First Impression
Business professional dress, unless notified otherwise
Carry a binder/portfolio to contain resumes, personal calendar, pen
Dont chew gum or bring beverages or food
In the beginning. . . Company Research
Read the Job Description and the knowledge, skills and abilities required before applying.
Assess the value of what you have to offer to the organization. How does your experience apply to what is required for the job?
Become familiar with the organization and its profile.
Be realistic! Know your qualifications and limitations.
In the beginning
Research the industry/company
Identify reasons for wanting to work or having interest in that industry/company
Recall situations that show favorable behaviors/actions
Analyze the skills the employer is seeking
Practice answering common interview questions
Prepare questions to ask the employer
Applications & Resumes
Fully complete the application without being too lengthy. Resumes should be brief and to the point (1-2 pages). Both must be ERROR FREE!
Make sure all information is accurate and captures what you have done in each job.
Document your qualifications. NEVER assume anything.
The application DEADLINE date is exactly that. Plan ahead!
Dos & Donts First Impression
Convey enthusiasm, confidence, friendliness
Convey maturity and professionalism
Know your nervous body language tendencies and avoid them
Be articulate
Take time to reflect, if necessary, before answering
Be aware of your eye contact
Body Language
Be sure to smile
Dont hurry gestures/movements
Use good posture
Lean forward while listening and answering questions
Make eye contact
Use mirroring
DOs
Dress appropriately for the industry. When in doubt, go conservative.
Personal grooming and cleanliness should be impeccable.
Keep cologne or perfume to a minimum. Pay particular attention to hands and fingernails.
Arrive 10 minutes early.
Treat other people you encounter with courtesy and respect. Their opinions of you might be solicited during the hiring process.
DOs
Offer a firm handshake, make eye contact, and have a friendly expression when you are greeted by the interviewer.
Listen to be sure you understand your interviewers name and the correct pronunciation.
Even when your interviewer gives you a first and last name, address your interviewer by Mr. Or Ms. And the last name, until invited to do otherwise.
Maintain good eye contact during the interview.
Sit still in your seat; avoid fidgeting and slouching.
DOs Respond to questions and back up your statements about
yourself with specific examples whenever possible.
Ask for clarification if you dont understand a question; and be thorough in your responses while being concise in your wording.
Use good grammar and good diction. Say yes, not yeah. Dont fill pauses with um, uh or ah. Dont punctuate sentences with you know, like, see or okay.
DOs Watch the tone of your voice. While it might be trendy
among your friends to up speak (end sentence with a higher tone of voice so that sentences sound like questions), this habit will kill your credibility during the interview.
Answer the question and use professional experiences or descriptive information to demonstrate how you would react or respond to a situation.
Treat the interview seriously and show interest in the employer and the opportunity presented and respond to questions in a positive manner.
DOs Make sure answers have a definite flow. In the beginning
state major points you want to make; in the middle expand upon those points or ideas, and in the end reinforce your key points and end on a positive note.
Evaluate the interviewer and the organization. An interview is a two-way street.
Make sure you understand the employers next step in the hiring process; know when and from whom you should expect to hear next.
Donts
Be negative
Use ums/likes
Exaggerate or lie
Have your cell phone turned on
Interrupt the interviewer
Engage in a debate
Use acronyms
Donts
Dont make excuses. Take responsibility for your decisions and your actions.
Dont make negative comments about previous employers or supervisors (or others).
Dont treat the interview casually, as if you are just shopping around or doing the interview for practice. This is insulting to the interviewer and the organization.
Dont give the impression you are only interested in salary. Dont act as though you would take any job or are desperate for
employment. Dont chew gum or smell like smoke. Dont take cell phone calls during an interview. If you carry a cell
phone, turn it off during the interview
Tell me about yourself.
A dreaded, but very common question.
Importance: First Impression still malleable Tone of interview Provide depth to resume Insight into who you are Share information the employer may not already
know and present it in a way that connects to the position you are seeking.
Direct Questions
Direct questions often require only a short answer with minimal elaboration
Examples:
Are you able to
Are you willing to relocate?
Are you willing to travel?
The best predictor of future performance is past performance in similar situations. Provide specific examples/situations based on actual past behaviors, instead of based on responses to hypothetical questions.
Behavioral interviewing
Be Prepared for Behavior-based Questions
Describe a time when you were faced with problems or stresses at work that tested your coping skills. What did you do?
Give an example of a time when you had to be relatively quick in coming to a decision.
Give me an example of an important goal you had to set and tell me about your progress in reaching that goal.
Give me an example of a problem you faced on the job, and tell me how you solved it.
Tell me about a situation in the past year in which you had to deal with a very upset customer or co-worker.
Your Response Strategy:
The STAR Technique
Situation
Task
Action
Result
What to do after the interview?
Courteously thank the interviewer(s) for the opportunity to interview with the agency.
Extend a handshake and exhibit enthusiasm about the career opportunity.
Consider following up with a thank you note or e-mail of appreciation to the interviewer(s) to further show your interest.
Group Discussion
Group Discussion
Group Discussion is a modern method of assessing students personality.
It is both a technique and an art and a comprehensive tool to judge the worthiness of the student and his appropriateness for the job
Group Discussion
The term suggests a discussion among a group of persons.
The group will have 8 & 12 members who will express their view freely, frankly in a friendly manner, on a topic of current issue.
Within a time limit of 20 to 30 minutes, the abilities of the members of the group is measured.
Pre-requisites of a Group Discussion
Topics given by panelists
Planning and preparation
Knowledge with self-confidence
Communication skills/ power of speech
Presentation
Body Language and personal appearance
Being calm and cool
Listening skills
Co-operation.
Salient features
Topic may be given to judge your public speaking talent.
Discussion revolves around a specific subject.
The examiner does not interfere once he announced the topic.
Maintain cordiality and for free expression of thought and opinion.
Benefits in Group discussion for Self
Shed your shyness, nervousness & inhibition.
Stimulation of thinking in anew way.
Expansion of knowledge
Understanding of your strength and weakness
Benefits in Group discussion for Employer
Your true personality is revealed and qualities of leadership crystallize.
Evaluation parameters
- Language skills
- Academic knowledge
- Leadership skills
- People handling skills
- Team work
- General knowledge.
Three requisites for group discussion
Extensive knowledge base related to state, country and globe.
Areas are politics, sports, science & trade commerce, Industry and Technology, MNC, ect.
Analyze the social, economical issues logistically .
What skills are judged in group discussion?
How good you are at communication with others. How you behave and interact with group. How open minded are you. Your listening skill. How you put forward your views. Your leadership and decision making skills. Your analysis skill and subject knowledge. Problem solving and critical thinking skill. Your attitude and confidence.
Dos in group discussion
Initiate the GD if you have adequate knowledge
Appropriate to the issue .
Keep eye contact while speaking
Make original points & support them by substantial reasoning.
Listen to the other participants actively & carefully.
Whatever you say must be with a logical flow,& validate it with an example as far as possible.
Make only accurate statements.
* Modulate the volume, pitch and tone. * Be considerate to the feelings of the others. * Try to get your turn. * Be an active and dynamic participant by listening. * Talk with confidence and self-assurance. * Quality more important than quantity * Consistency
Dos in group discussion
Donts during group discussion
Being shy or nervous
Interrupting another participant before his arguments are over
Establish your position and stand by it
Change opinions
Dont make fun of any participant even if his arguments are funny.
Donts during group discussion
Dont engage yourself sub-group conversation.
Dont repeat and use irrelevant materials.
Address yourself to the examiner.
Worry about making some grammatical mistakes (for your interest & the matter you put across are important).
Important points in group discussion
Be assertive: An assertive person is direct & honest careful about not hurting others self-respect.
A patient listener: listening to another person is one way of showing appreciation.
Right language : Words can make friends & right words at the right time make for the best results.
Be analytical and fact-oriented : It is necessary to make relevant points which can be supported with facts
& analyzed logically.
Important points in group discussion
Accept criticism : If any member of the group criticizes or disapproves a point, it is unwise to get upset or react sharply.
In case the criticism is flimsy, the same can be pointed out politely.
Maximize participation ; one must try to contribute fully, vigorously & steadily throughout the discussion.
Show leadership ability: A group discussion also evaluates your leadership qualities
Suggestions
Never try to bluff.
Practice group discussion with friends on different subjects.
Remember ! speech is a powerful weapon
TYPES OF GDS
Normal a topic is given by the coordinator Case study a printed case study is given Role play a situation is described
BEGINNING A GD
Beginning can put you into jeopardy or command The opening speaker gets the maximum
uninterrupted time
The dangers may be marked as a person who speaks without
thinking may also be marked as a person who leads the
group in the wrong direction
Therefore Speak only if you have enough sensible things to
say
CONCLUDING A GD
Summarize the discussion at the end
Accommodate dissenting viewpoints
Do not force a consensus. It will backfire you
HOW TO RUIN YOUR GD ? Start shouting right from the beginning
Make aggressive and threatening gestures
Point out the errors of others and make fun of them
Keep changing your stand continuously
Always contradict what others have to say
Maintain a sardonic smile on your face Ask other members of the group to shut up
Keep yawning from time to time. Maintain a blank look
on your face
An internship is a temporary position with an emphasis on on-the-job training rather than merely employment, and it can be paid or unpaid
Internship What is an Internship?
It is an opportunity offered by an employer to potential employees, called "interns", to work at a firm for a fixed, limited period of time. Unlike conventional employment, internships have an emphasis on training rather than the main employment itself.
THE INTERNSHIP EXPERIENCE
It offers students a period of practical experience in the industry relating to their field of study. This experience is valuable to students as a means of allowing them to experience how their studies are applied in the "real world", and as work experience that can be highly attractive to potential employers on a candidate's resume.
It provides a great opportunity for prospective employees to gain experience in a particular field or industry. .. To determine if they have an interest in a particular career, create a network of contacts, or gain university module credits. Interns may also have the possibility of putting themselves forward for forthcoming opportunities for paid work, during their
Why do an Internship ?
Why do Companies offer Internship?
Short Term In the short-term, they provide employers with cheap (and sometimes even free) labour
Long-term, Employers can use internships as an effective way of advertising their graduate jobs and/or schemes to students. The prospect of hiring ex-interns after graduating is also very appealing to employers because these graduates already understand the company and the job they will be doing. Ex-interns require little or no training.
Internships are an Experience
Interships are also very useful to interns themselves as they offer the chance to find out what working for a particular company, or within a certain industry, is really like. Internships also allow interns to make contacts with managers and recruiters, which can later be used to negotiate full-time employment.
. Objectives of an Internship
Trial Run One of the main objectives of an internship is to expose you to a particular job and a profession or industry. While you might have an idea about what a job is like, you wont know until you actually perform it if its what you thought it was, if you have the training and skills to do it and if its something you like.
. Objectives of an Internship
Resume Building When you apply for jobs, the more experience and accomplishments you have, the more attractive youll look to a potential employer.
. Objectives of an Internship
Potential Job If you like your internship, you have the opportunity to excel and possibly land a job with the company. Employers have an easier time hiring a person they know because they can get a feel for that persons work ethic, skills, creativity, ability to work with others and overall fit with a company. Do more than youre required to do, learn the office politics and make friends with key people to increase your chances of landing a job with the company.
Just because you have an internship with a specific title or well-known company doesnt mean your internship will help you land a nice gig.
Make an impact where you work by asking for responsibility and looking for ways to achieve
accomplishments.
Be willing to work more hours than youre required and ask to work in different departments to expand your skill
set.
Dont just fetch coffee, make copies and sit in on meetings, even if thats all it will take to finish your internship.
Learning Objectives for Internships
What will I be able to do as a result of this internship experience?
Apply Classroom Theory What have I learned in the classroom, which relates to the world of work? How are the concepts I have read about in textbooks applied in practice? What theories , ideas, or concepts might be applied in my career area?
Skill Development What new skills will I learn or hope to learn during the internship? .
Learning Objectives for Internships
Personal Development How will I benefit personally from the internship experience? During your internship, make a special effort to observe the personal style of supervisors and colleagues. Be able to identify clear examples of leadership styles that either promote good working relationships or hinder a productive work environment. Note how to deal with pressure, tension, and praise in work relationships.
Examples of Learning Objectives
Vague learning objectives: I want to learn all about working in a consultant's office.
Specific learning objectives: I will learn the methods involved in researching consumer behaviour
Vague learning objectives: I will learn about Human Resources Management.
Specific learning objectives: I will study labour laws.
Vague learning objectives: This internship will give me experience in accounting
Specific learning objectives: I plan to study the methods of cost accounting used by this firm
Core Benefits of Doing an Internship Dedicatedly
Gain Valuable Work Experience An internship provides the opportunity to gain hands on work experience that you just cant get in the classroom. First time job seekers and career changers arent usually desirable candidates, but companies are willing to train them as interns and give them the experience they would need to get a job. Have an Edge in the Job Market Employers are usually more concerned with your work experience than your qualifications and internships are often the only way to get the work experience you need to secure a job, so they're a vital part of your resume. Many employers prefer or require applicants who have done an internship or relevant work experience and in many of the more competitive job markets it is essential to set you apart from the others.
Transition into a Job Employers see interns as prospective employees and many finish their internships and continue working with the company full time. Internships are the number one way for employers to find new staff in the US. Think of it as a really long interview, after which youve proved that you are a capable and hardworking employee. Just as youre giving the industry and the company a trial run, theyre doing the same for you. Decide if this is the Right Career for You If youre not sure if this is the right career for you, doing an internship is a great way to try it out. Internships are generally short-term, so you can test your future career without committing and find out if it is a career that will satisfy you.
Core Benefits of Doing an Internship Dedicatedly
Networking Opportunities Internships are a great way to meet people in your field. Even if you have experience, knowing people never hurts. An internship allows you to meet people who might help you land a job later on and give you the contacts in the industry youre trying to break into. Plus, references from people in the industry will really add weight to your application. Gain Confidence Getting experience is a great way to build your confidence. What's more, if you have an impressive resume, you will be more confident in your chances of securing a job. After youve done an internship, if an interviewer asks if you know how to do something, you wont say um, yes, I think I would be able to do that" but can say absolutely" and supplement your assertion with examples.
Core Benefits of Doing an Internship Dedicatedly
Don't Make These 10 Internship Mistakes
Scoffing at boring or menial tasks. You might wonder what being good at photocopying has to do with your ability to
do higher-level work. But if you excel at the boring tasks and do them cheerfully, you may be given more interesting assignments. That's because when you start as an intern, you typically haven't proven yourself in the work world.
If you do a great job on the boring work, show that you pay attention to detail, follow instructions, and care about quality, you're more likely to be trusted with more interesting work. So it's important to go into the job determined to do every task well, no matter how menial.
Dressing inappropriately. If you look like you're dressing for a class rather than a job, you'll signal that you don't take your job seriously. So pay attention to how higher-ups in your office dress and mirror that level of formality.
Being too casual. Even informal workplaces tend to
be more formal than a campus atmosphere, and interns need to adapt. That means don't put your feet up on your desk, use text-speak in emails,or swear, when you realize you made a mistake.
Ignoring the office culture. Office culture is the invisible force that tells you "how things are done around here." You can pick up on it by observing how others in the office behave.
For instance, if people lower their voices when taking
phone calls or avoid walking through the halls on the phone, do the same. If they're precisely on time for meetings, you should be too.
While these things may sound small, they'll help you
come across as someone who fits into a professional setting.
Segregating yourself with the other interns. It might be tempting to hang out with your peer group, but make sure that you get to know other employees too, including those who are older. More experienced co-workers are generally better positioned to give you career advice, help you connect to a future job, and provide strong references. Not asking for feedback. If your manager doesn't offer up much feedback, ask how you are doing and what you could do better. And welcome critical or corrective feedback; that's how you'll learn and get better at what you do.
Neglecting to thank people who help you. If a co-worker takes the time to help you learn something, make sure you offer a sincere thank you. People who feel appreciated are more likely to go out of their way to help you again. Not paying attention when something doesn't involve you. Part of the value of an internship is that you can absorb a ton of information about how things work in your field, even things beyond the scope of your immediate work. So pay attention even when something isn't directly relevant to your worklike during meetings that would otherwise be boring.
Talking more than listening. You might think that you have plenty of answers, but before you offer up new ways of doing things, soak up as much information as you can about how the organization works and why things are done the way they're done. Not keeping in touch once your internship ends. Once you're back at school or in another job, make sure that you stay in touch with the manager and co-workers from this internship. The occasional email about what you're up to can maintain the relationship and build professional relationships that can help you for years to come.
Thank You
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