INTERVIEWINGINTERVIEWING

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THE OPPORTUNITYTHE OPPORTUNITYAlways Be Ready to Interview Could Be Casual or FormalCould Be in a Store or On a Street

CornerCould Be at Work or a Social AffairCould Be at a Professional or Fun

EventFirst Impressions Really Count

Your Next “Boss/Subordinate” May Be Beside Your Next “Boss/Subordinate” May Be Beside You You

- At An Unexpected Time Or Place- At An Unexpected Time Or Place

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TYPES OF INTERVIEWSTYPES OF INTERVIEWS

CategoriesEmploymentAppraisalCounselingDisciplinaryPersuasive

TypesLayered Questions Interview

• Series of questions designed to gather information about the “Three Employer Concerns”

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TYPES OF INTERVIEWSTYPES OF INTERVIEWSPerformance/Role Play Interview

• Candidate role-plays job functions to assess specific skills

Stress Interview• Intended to put candidate under stress

and assess reactions Informal Interview

• Intended to get the candidate to reveal more information than they might otherwise

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TYPES OF INTERVIEWSTYPES OF INTERVIEWS

Reverse Role Interview• The candidate becomes the interviewer

Assessment Instruments Interview• Various types of techniques are used to determine if candidate is a good fit

Combination Interview• A combination of two or more interviews

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MODES OF INTERVIEWINGMODES OF INTERVIEWING

Telephone Screenings On-Campus Interview On-Site Interview Off-Site Interview Third Party Facility Visit

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Planning The InterviewPlanning The Interview

PurposeInformation GatheringStructurePossible QuestionsPlan physical settingAnticipate problem

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CONDUCTING THE INTERVIEWCONDUCTING THE INTERVIEW

OpeningBody

Interviewer’s roleRespondent’s role

Closing

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THREE EMPLOYER CONCERNSTHREE EMPLOYER CONCERNS

Skill Concerns• Can you do the job?

Personal Characteristics Concerns• Will you do the job?• Will you get along well with others?• Are you manageable?

Money Concerns• Can the company afford you?

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Before the InterviewBefore the Interview::

Research

Rehearse

Relax

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ResearchResearch::

The workplace-the physical setting

The companyThe nature of the businessThe company culture and philosophy

The management style The name(s) of the interviewer(s)The location and how to get there

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RehearseRehearse::

The questions the interviewer might ask

The features and benefits you bringThe stories or evidence that prove you can address the employer’s needs

The physical aspects of the interview-your handshake, your body language, your attire

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During the InterviewDuring the Interview

Be on time or a few minutes early Call if you will be detained Dress appropriately- conservatively

for the first meeting Be professional and courteous with

everyone you meet in the office, especially the receptionist

Make a good first impression Show the interviewer that you are

the perfect fit

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During the InterviewDuring the Interview

Professional and firm handshake SMILE Maintain eye contact Positive attitude and confidence Enthusiasm and a good posture Focus on skills / accomplishments /

success stories Active listening is the key - make

sure you understand the reason for the question

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During the InterviewDuring the Interview

Ask for clarifications and / or paraphrase the question to make sure you know what the interviewer means

Refrain from criticizing others (including your past employer / workplace

Thank the interviewer and arrange a follow-up

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After the InterviewAfter the Interview

ReviewAssess how you didWhat questions you answered

wellWhich responses need

improvementFill in interview checklist

RelaxDo something pleasurable

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POST INTERVIEW ACTIONSPOST INTERVIEW ACTIONS

Follow-up Communications• Oral and written

Position Acceptance/Rejection• Oral and written

Human Resources Organization• Do not circumnavigate them unless you have prior approval from them

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ETHICS OF INTERVIEWINGETHICS OF INTERVIEWING

Guidelines for the InterviewerDon’t make unrealistic promisesDon’t reveal confidential informationDon’t ask illegal questionDon’t be overbearingDon’t be overfriendly

Guidelines for the respondentDon’t be dishonestDon’t waste interviewer’s time

GROUP COMMUNICATION & EFFECTIVE MEETING

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Characteristics of GroupsCharacteristics of Groups

Groups Range in size from 3 to 15 people.

Members know each other by name or role.

There is a considerable amount of interaction.

Members are interdependent. Common goals, interests, benefits

of membership are shared within the group.

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ROLES - Group CommunicationROLES - Group Communication

Effective groups establish cohesiveness and norms.

Roles (Every member plays at least one role). Task Roles

Information agent: offers facts and asks for input

Elaborator: offers further clarification Personal Roles

Harmonizer: smoothes over tension in the group

Gatekeeper: controls communication channels

Problem RolesBlocker: negative and stubbornly resistant

behaviorAvoider: displays noninvolvement in the

group

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FACTORS AFFECTING GROUP FACTORS AFFECTING GROUP COMMUNICATIONCOMMUNICATION

SIZELongevityLeadershipSelf-conceptStatus

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PROCESSPROCESS

Orientation StageConflict stageEmergence stageReinforcement stage

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Styles of Decision MakingStyles of Decision Making

Authoritarian Two situations call for this style:Crisis situations Lack of group knowledge

There are major disadvantages to this method.

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Styles of Decision MakingStyles of Decision Making

• Laissez-Faire Decision Making

–Valuable time and resources can be lost.

–This group operates without guidance from a designated leader.

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Styles of Decision makingStyles of Decision making

Participative:The leader makes decisions with the group.

Benefits are noted from research:Members are more committed to outcomes.

Quality of decisions is improved.Limitations revolve around time issues and perceptions of the leader’s expertise.

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EFFECTIVE EFFECTIVE MEETINGSMEETINGS

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ANSWERE THE FOLLOWING ANSWERE THE FOLLOWING QUESTIONSQUESTIONS

WhyWhichWho WhereWhen

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THINGS TO REMEMBERTHINGS TO REMEMBER

NoticeAgendaMinutesOpening ExecutionConclusionFollow-up

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Types of Meetings

• Informational (or instructional) meeting

– formal

– informal

• Problem-solving and decision-making meetings

Change Facilitating Meetings•

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Plan a Meeting

“The P3 Model”

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Plan a Meeting

Plan the meeting prior to its assembly using the “N.E.A.T.E.R.” acronym.

Plan

a

Meeting

Expectations

Agenda

Time

Extra Resources

Nature

EffectiveMeeting

EffectiveMeeting

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FOLLOW - UPFOLLOW - UP

Making, Organizing and Presenting the Speech

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Getting StartedGetting Started What is being requested of me? Logistics of the event

WhereTravel PlansSchedule Travel Times

WhenPlan on arriving at least 30 minutes

early for set up Are there other speakers? You may need to coordinate.

Equipment AvailableLCD, Microphone, Extra Handouts, etc.

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Remember Remember

Purpose What is the goal of this speech?

InformChange MindsAcademic Etc.

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PURPOSEPURPOSE

InformativePersuasiveEntertaining

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ANALYZING THE AUDIENCEANALYZING THE AUDIENCE

AgeSexOccupationIntelligenceBackgroundCulture

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Research the Topic and AudienceResearch the Topic and Audience

Grasp the Objective When requested to speak, be sure to make sure that your understanding of the topic is THEIR understanding of the topic.

Research the topic thoroughly. This helps prepare for questions.

Interview the inviter if necessary

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Research the Topic and Research the Topic and AudienceAudience Know the audience

Formal – (First Impressions Count!)

InformalStudentsAudit Committee

Understand the Type of SpeechPersuasive, Informative, Demonstrative, Commemorative(remember), Other

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Methods of SpeakingMethods of Speaking

Using ManuscriptMemoryImpromptuExtemporaneous

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Organizing StructuresOrganizing Structures

The IntroductionThe Body

Chronological patternSpatial PatternCausal orderTopical pattern

The conclusion

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Draft the PresentationDraft the Presentation

Outline the Major Points Introduction (Tell them what you are going to say)

Body (Tell them) Conclusion (Tell them what you told them)

Build in the Detail within each major point

Make the presentation appropriate for the audience

Once “completed”, set it down for 48 hours, then revisit.

Have someone else review it if appropriate.

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Present Present

Dress Appropriately Use the restroom immediately

before presentingMake sure you are healthy.

Postpone if you are ill (if possible).

Make sure your language is appropriate

Start with a story or an appropriate joke. This draws in the audience.

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Present (Continued)Present (Continued)

Expect to be a bit nervousBe sure to meet with the meeting’s “chairman” so they know you are there.

Check to make sure equipment works and is available

Have paper copies as a backup

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Present (Continued)Present (Continued)

If you make a mistake, laugh at yourself, make the correction, then move forward.

Avoid jargon. Avoid overuse of acronyms. Interject interesting information to

“keep” your audienceMoneyAnecdotal Stories

Take off your watch, but place it where you can see it. Watch your time.

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Present (Continued)Present (Continued)

Address your audience, not your shoes or the slides.

Speak clearly and slowly and with appropriate volumeNote : If a Microphone is provided, use it. Sometimes presentations are recorded or off-site people will not be able to hear unless you speak through the microphone.

End conclusively!

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Persuasive SpeechPersuasive Speech

Problem – solution orderMotivated SequenceDeductive and inductive structures

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How To make Speech How To make Speech effectiveeffective

Supporting IdeaIllustrationStatisticsExpert TestimonyAnalogiesAnecdotes (real life characters), Fables (animals), Parables(fictitious stories)

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How To make Speech effectiveHow To make Speech effective

Visual AidsUsing Right Medium

HandoutsBoardsFlip chartsOHPSlidesComputersVideotapes, audiotapes, films etcModels & Physical objects

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Improve your skillsImprove your skills

After the presentation, think about how well you did.

Look for areas of improvement.

Keep a “library” of presentations that you can use for the future along with notes of what went well / not well.