TYPES OF INTERVIEW//PART-10

Mealtime Interview:

The mealtime interview is used to determine what a candidate is like in a social setting. But, interviewing over a meal can be a candidate's worst nightmare or challenge. The interviewers want to not only know how you handle a fork but how you treat your host, any guests and the serving staff. A candidate must take cues from the interviewer and always remember she is the guest. These tips will help yo with mealtime interviews.

• Do not sit down until the host does.
• Always order something less extravagant than the interviewer.
• Choose manageable food items, if possible.
• If the interviewer wants to talk business, please do so. But if the interviewer and/or guests want to discuss upcoming travel plans or their families, do not, under any circumstance, launch a business discussion.
• Remember ordinary manners: thank the host for the meal and their time.

have been on a number of these types of interviews. I no longer find these difficult. You have to take your time while eating and talking. Never order messy food and limit alcoholic beverages. Real Estate companies and firms hiring salespeople will conduct these kinds of interviews. They want to make sure that the candidate can represent the company in a social setting without embarrassing the company.

Follow-up Interviews

Companies bring candidates back for second and sometimes third or fourth follow-up interviews. There are a number of reasons for this. Sometimes they just want to confirm that you are their ideal candidate. Sometimes they are having a difficult time deciding between a short-list of candidates. Other times, other decision-makers in the company want to gain a sense of who the candidate is before a hiring decision is made.

Additional interviews may go in a variety of directions. When meeting with the same interviewer, a candidate can focus on cementing rapport, understanding where the company is going and how his/her skills mesh with the company vision and their culture. Candidates may find themselves negotiating a compensation package. Or they may find themselves starting from the beginning with a new interviewer.

From my personal experiences, if a candidate is asked back for more than two or three interviews, the company is not sure what they want or need in a candidate. This can be a waste of time and resources for both the candidate and the company.

Conclusion

Interviews are time consuming and training is needed to do them well. They are a flexible method for assessing and selecting candidates for all levels and types of positions. They generate data, which enables the interviewer to analyze the data to generate information about whether a candidate is a good fit for the company. However, information from different interviews is potentially difficult to manage. It has these characteristics.

• Hard to bring together coherently;
• Open to potential interviewer bias;
• May miss certain areas of knowledge, skills, and ability;
• An interview may stress one area and neglect others;
• All kinds of potential problems in the interpretation and analysis of the information obtained; and
• There is always the possibility of distorted impressions.

It is imperative that companies find interviewing styles and formats that are beneficial to the needs of both the company and its potential employees. You'll build bench strength and get the right people in the right seats, moving forward on the bus.

TYPES OF INTERVIEW//PART-9

Tag-Team Interview:

Companies often want to gain the insights of various employees when interviewing candidates. Thus, the tag-team interview conducted by two or more interviewers who typically work different jobs.
This interview type is often attractive for companies that rely heavily on team cooperation. Not only does the company want to know whether or not you're a good fit for the company, but also whether or not you get along with other workers as a team player.
In some companies, a tag-team interview means that two or more interviewers will take turns and play off each other to simultaneously interview you in the same room.
In other companies, a tag-team interview means that you will proceed through a series of one-on-one interviews with various interviewers, typically all on the same day.

In either case, your interviewers might consist of department managers, supervisors, project leads, HR personnel, future coworkers or a blend.

Helpful tips for capitalizing on either type of tag-team interview are listed below

• Treat each person as an important individual. Ask for each interviewer's business card at the beginning of the meeting, if possible, and refer to each by name. If there are several interviewers in the room at once, you might wish to scribble down their names on a sheet of paper according to where each is sitting.
• Briefly make eye contact with each interviewer, while speaking directly to the interviewer who asked the question.
• Use the opportunity to gain as much information about the company as you can. Just as each interviewer has a different function in the company, each has a unique perspective. When asking questions, be sensitive not to place anyone in a position that invites him or her to compromise confidentiality or loyalty.
• Be ready to illustrate your main message in a variety of ways to a variety of people.
• Prepare psychologically to expend more energy and be more alert than you would in a one-on-one interview.
• Stay focused, but flexible.
• Send a thank you note to each of your tag-team interviewers.
  

TYPES OF INTERVIEW

There are various types of interview given below-


1.Screening
2.Informational
3.Directive
4.Meandering
5.Stress
6.Behavioral
7.Audition
8.Group
9.Tag-Team
10.Mealtime
11.Follow-up


Introduction:
Interview means a mutual sight or view; a meeting face to face; usually, a formal or official meeting for consultation; a conference; as, the secretary had an interview with the President.

A conversation,or questioning,for the purpose of eliciting information for publication.

Discuss formally with(somebody) for the purpose of an evaluation; "We interviewed the job candidates".

All job interviews have the same objective, but employers reach that objective in a variety of ways. You might enter the room expecting to tell stories about your professional successes and instead find yourself selling the interviewer a bridge or editing code at a computer. One strategy for performing your best during an interview is to know the rules of the particular game you are playing when you walk through the door.
Go for an interview in the hope of being hired; "The job candidate interviewed everywhere"

Effective Man Management

Leadership

People ask the difference between a leader and a boss.... The leader works in the open, and the boss in covert. The leader leads and the boss drives."

While leadership is easy to explain, leadership is not so easy to practice. Leadership is about behavior first, skills second. Good leaders are followed chiefly because people trust and respect them, rather than the skills they possess. Leadership is different to management. Management relies more on planning, organizational and communications skills. Leadership relies on management skills too, but more so on qualities such as integrity, honesty, humility, courage, commitment, sincerity, passion, confidence, positivity, wisdom, determination, compassion, sensitivity, and a degree of personal charisma.

Some people are born more naturally to leadership than others. Most people don't seek to be a leader. Those who want to be a leader can develop leadership ability. And many qualities of effective leadership, like confidence and charisma, continue to grow from experience in the leadership role.

Leadership can be performed with different styles. Some leaders have one style, which is right for certain situations and wrong for others. Some leaders can adapt and use different leadership styles for given situations.

People new to leadership (and supervision and management) often feel under pressure to lead in a particularly dominant way. Sometimes this pressure on a new leader to impose their authority on the team comes from above. Dominant leadership is rarely appropriate however, especially for mature teams. Misreading this situation, and attempting to be overly dominant, can then cause problems for a new leader. Resistance from the team becomes a problem, and a cycle of negative behaviors and reducing performance begins. Much of leadership is counter-intuitive. Leadership is often more about serving than leading. Besides which, individuals and teams tend not to resist or push against something in which they have a strong involvement/ownership/sense of control. People tend to respond well to thanks, encouragement, recognition, inclusiveness, etc. Tough, overly dominant leadership gives teams a lot to push against and resist. It also prevents a sense of ownership and self-control among the people being led. And it also inhibits the positive rewards and incentives (thanks, recognition, encouragement, etc) vital for teams and individuals to cope with change, and to enjoy themselves. Leaders of course need to be able to make tough decisions when required, but most importantly leaders should concentrate on enabling the team to thrive, which is actually a 'serving' role, not the dominant 'leading' role commonly associated with leadership.

Today ethical leadership is more important than ever. The world is more transparent and connected than it has ever been. The actions and philosophies of organizations are scrutinised by the media and the general public as never before. This coincides with massively increased awareness and interest among people everywhere in corporate responsibility and the many related concepts, such as Fair Trade, sustainability, social and community responsibility . modern leader needs to understand and aspire to leading people and achieving greatness in all these areas.

Incidentally as a quick case-study, the BBC illustrates an important aspect of leadership, namely philosophy.

Philosophy is the foundation on which to build strategy, management, operational activities, and pretty well everything else that happens in an organization.

Whatever the size of the organization, operational activities need to be reconcilable with a single congruent (fitting, harmonious) philosophy.

Executives, managers, staff, customers, suppliers, stakeholders, etc., need solid philosophical principles (another term would be a 'frame of reference') on which to base their expectations, decisions and actions. In a vast complex organization like the BBC, leadership will be very challenging at the best of times due to reasons of size, diversity, political and public interest, etc. Having a conflicting philosophy dramatically increases these difficulties for everyone, not least the leader, because the frame of reference is confusing.

For leadership to work well, people (employees and interested outsiders) must be able to connect their expectations, aims and activities to a basic purpose or philosophy of the organization. This foundational philosophy should provide vital reference points for employees' decisions and actions - an increasingly significant factor in modern 'empowered' organizations. Seeing a clear philosophy and purpose is also essential for staff, customers and outsiders in assessing crucial organizational characteristics such as integrity, ethics, fairness, quality and performance. A clear philosophy is vital to the 'psychological contract' - whether stated or unstated (almost always unstated) - on which people (employees, customers or observers) tend to judge their relationships and transactions.

The BBC is an example (it's not the only one) of an organization which has a confusing organizational philosophy. At times it is inherently conflicting. For example: Who are its owners? Who are its customers? What are its priorities and obligations? Are its commercial operations a means to an end, or an end in themselves? Is its main aim to provide commercial mainstream entertainment, or non-commercial education and information? Is it a public service, or is it a commercial provider? Will it one day be privatized in part or whole? If so will this threaten me or benefit me? As an employee am I sharing in something, or being exploited? As a customer (if the description is apt) am I also an owner? Or am I funding somebody else's gravy train? What are the organization's obligations to the state and to government?

Given such uncertainties, not only is there a very unclear basic philosophy and purpose, but also, it's very difficult to achieve consistency for leadership messages to staff and customers. Also, how can staff and customers align their efforts and expectations with such confusing aims and principles?

The BBC is just an example. There are many organizations, large and small, with conflicting and confusing fundamental aims. The lesson is that philosophy - or underpinning purpose - is the foundation on which leadership (for strategy, management, motivation, everything) is built. If the foundation is not solid and viable, and is not totally congruent with what follows, then everything built onto it is prone to wobble, and at times can fall over completely.

Get the philosophy right - solid and in harmony with the activities - and the foundation is strong.

This of course gives rise to the question of what to do if you find yourself leading a team or organization which lacks clarity of fundamental philosophy and purpose, and here lies an inescapable difference between managing and leading:

As a leader your responsibility extends beyond leading the people. True leadership also includes - as far as your situation allows - the responsibility to protect or refine fundamental purpose and philosophy.

Communication Skills:

CONFIDENCE BUILDING....

Confidence Building - What It Really Means......

We are going to let you in on a little secret - a secret that some people were seemingly born with while others only discovered in their latter years.

That secret reveals the true meaning behind confidence building and once you understand it, you just may begin to understand the behavior of those you encounter on a daily basis.

What is Confidence Building?

Understand that confidence building is nothing more than gaining the inner strength to do something - and then feeling comfortable about using that strength.

It's really just the act of making a decision, and then acting on that decision. Sounds pretty simple, but for some - perhaps even you - acting on a decision could be perceived as difficult or impossible as singing naked in front of our government's congress.

Believe me when I say there are some people who would do such a thing - and do it with no qualms whatsoever! But what is it about those people that allow them to do so?

Straight and simple, they have developed and used their confidence building skills.

The ability to feel confidence and act confidently in different situations is a skill that you can learn. It's also a skill that you can improve and eventually master with enough practice.

Confidence Building Practice

Let's say that you've worked at the same job for five years without a promotion even though you have the skills (and have proven it over and over) to move to a higher position.

In the past, you might have doubted yourself and refused to aggressively pursue a promotion because of a lack of confidence. You may have timidly mentioned something to your boss before, but quickly backed out when you noticed his initial reaction.

There are two powerful techniques you can use to develop and build your confidence for this and any other situation:

• Mind Sculpting - A powerful form of visualization used by top professional athletes that allows you to practice how to act with more confidence before you face a difficult situation.
• Anchoring - A technique that helps you establish a psychological link between an "anchor" (like a hand gesture) and a state of total confidence. You can use this anchor to feel more confident in any situation... in as little as five seconds.

7 Confidence building technique:

Confidence building techniques are a great way to help a person improve her self esteem, see her worth and project a more positive version of herself when out in public. Most people are not born with confidence. Instead, this is learned over time. The following are seven tips to help you improve your confidence.

1. One way to build your confidence is to celebrate when good things happen to you. If you receive a promotion, go out with friends, and if you earn a great grade on a paper, treat yourself to new clothing, a massage, or video game.
2. Next, you should remind yourself of your strengths. This way, even when you are feeling down, you can lift yourself back up by knowing that you are good at things and have worth in this world.
3. Practice things that make you nervous. If you know you have issues speaking in front of groups, read up on public speaking and consider taking a class on it.
4. Talk to friends when you are feeling insecure. The people in your life are there for a reason: they care about you. When worried about a test, a job interview, or life in general, call or email the people in your life.
5. Act on things rather than worrying about the future or dwelling on past mistakes. One of the best ways to speed past anxiety is to stay busy and to turn negatives into positives. Thus, if you feel embarrassed because you spilled water on your work computer, don't go straight home. Instead, make plans to go see your friends, go see a movie by yourself or head to the library to read.
6. Humor really is the best medicine for building confidence. The best way to build confidence is to learn to use humor to get through even the most awkward of situations. If you can get people to laugh with you rather than at you, it is bound to do wonders for your self esteem.
7. Lastly, it pays to plan ahead, If you know what to expect from a situation, it can make you feel more confident. Thus, if you are heading into an interview, read up on the company's history, mission statement and staff. Doing this will make you feel prepared, and this in turn will build your confidence.
   

wait for the coming posts about soft-skill building techniques....

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