BUSINESS ENGLISH LECTURE 26. Synopsis Job Interviews continues Preparing to Interview Guide to...
-
Upload
alexandrina-wilkerson -
Category
Documents
-
view
224 -
download
0
Transcript of BUSINESS ENGLISH LECTURE 26. Synopsis Job Interviews continues Preparing to Interview Guide to...
BUSINESS ENGLISHLECTURE 26
Synopsis
Job Interviews continues Preparing to Interview Guide to interview
Job Interview Workshop Listening activity Job Interview -2
SKILLSYOU POSSESS OR LEARN
Listening Acativty
4
Everyone has hundreds of skills, yet most people can only identify a few.
Duties are the basic functions of the activity, skills are the tools used to accomplish the activity.
Skills can be broken into three categories:
–Occupational Skills (typing, customer service)–Performance Based Skills that you use every day to get along with others and to survive (patience, flexibility, tactfulness
–Transferable Skills This category includes the first two categories.
Skills Identification
Attention to Detail AssertivenessCreativityCommunication Commitment to taskCopingDecision MakingDedicationDependability
Flexibility
Understanding Policy and Procedures
Positive Attitude
Problem Solving
Record of Success
Team Building
Written Communication
5
What Are Transferable Skills?
Identifying Skills6
Identifying skills is not an easy task. Most of us feel we have “no skills”. Usually we say “I was just a ____________”
for example
I was just a waitress.
Start by reviewing job duties and identifying what skills were used. Asking questions about what they did will help “jog” their memory.
SOMETIMES WE ONLY TELL
Gathering Information7
1. Did you ever have to deal with an angry customer?
2. Did you ever have repeat customers and why?
3. What happen when you ran out of a special menu item?
4. Did you have to balance the till? Make out bank deposits? What happened when you were short and how did you explain it?
Problem solving
Customer service
problem solving, customer service
Money handling, communication, problem solving
Some sample questions for this occupation may be…
THE INTERVIEWWORK SHOP
8
The InterviewThe Interview9
They are looking to see if your technical skills match the job requirements
They ask specific questions to see if you will be a good match for a particular team
They look for “specific qualities or behaviors” to ensure that you will be successful on the job
What does the Interviewer look for?
Sample Interview Questions10
What can you tell me about yourself?
Why are you interested in this job?
What are your strengths?
What are your weaknesses?
What skills do you bring to the job and to this company?
Don’t forget ‘STAR’?11
Situation
Task
Action
Result
It is a way to answer behavioral questions that allows for the best response, while proving that the experience is true.
Sample Behavioral Interview Questions12
Can you give me an example of a time you worked on a team to finish a project? What was your contribution?
Describe one of the most demanding assignments you’ve had. What problems did you encounter and how did you solve them?
Tell me about a presentation you had to give or a project you had to do. How did you prepare for it?
Don’t forget STAR!
Answering Behavioral Interview QuestionsAnswering Behavioral Interview Questions
13
How do I answer using STAR?
Situation - briefly describe where you were working
Task - the job you were assigned
Action - discuss in detail the actions you took
Result - the result of those actions
SITUATIONSITUATION14
Describe the employer, location, or area where you were working to give the interviewer the “big picture.” You don’t need to be too detailed.
I worked at ABC Company as a Supervisor in the Shipping and Receiving Department.
TASKTASK15
Describe the job or task you were assigned.
Part of my job was to train newly hired employees in using our highly technical equipment as well as in company policies and procedures.
ACTIONACTION16
Describe the action you took. (Use “I”)
I showed Fred, our new employee, how to safely set-up and operate the computerized weighing equipment. I also taught Fred how to inspect the packages to ensure the weight and labels matched. I continued to ask him questions to make sure that he understood all the instructions I had given him.
RESULTRESULT
Tell the results of the action you took, be sure to use numbers where applicable.
I checked in with Fred on a regular basis during his initial training and as a result he became a well trained team member, not only in the equipment he was to use, but also in understanding how the procedures we used affected our department and the company.
17
PRACTICING QUESTIONS
18
What kind of people bug you?What kind of people bug you?
Do not name anyone! Talk about a specific personality and what you do to assist your team member to be successful.
On a team, I find it hard to work with people who don’t seem to care and avoid the hard tasks. What I have found, is that many times they aren’t aware of the teams expectations or how to accomplish specific tasks. I take the time to check in with team members and have offered my assistance with their tasks. This results in the whole team reaching the desired goal.
19
Tell Me About a Problem You Solved?Tell Me About a Problem You Solved?
20
When I was at DDS Company we purchased a telephone system for our office. It was computer- ized. My co-worker was assigned as the administrator. She had a car accident and was going to be gone from work for several weeks.
My supervisor asked me to take over some of her duties. I was not trained on the telephone system, but found a video teaching tape and her book in a file cabinet.
As it turned out, I needed to make some administrative changes to the system.
Tell Me About a Problem You Solved?Tell Me About a Problem You Solved?
22
I watched the video and read the book. I followed the instructions and was able to make most of the changes. There was a specific function I could not program so I contacted the company who sold us the system. Through their help line, I was able to complete the changes.
I learned to set up mail boxes, groups, change and forward messages, and set up a time manager. These new skills made me a more valuable employee.
Problem Solving ModelProblem Solving Model24
Define the problem
Set goal - decide on the desired outcome
Brainstorm - List alternatives
Consider the consequences.. risk vs.. alternatives
Decide and act
Re-evaluate - did it work and what did I learn?
PREPARING TO INTERVIEW
25
First Impression26
Positive first impression
Dress appropriately and neatlyBe on time or a little early Research the company
Be prepared with paperBring copies of the resume and referencesBring a pencil and a pad of paper for notes.
You never get a second chance to make a first impression!
Make A Good Impression27
Speak up, don’t be afraid to talk about yourself!
Listen closely to the interviewer. Show a real interest in the company and the job. Sell yourself! Tell the employer about your abilities and good qualities. Know what value you bring to the company. Answer all questions carefully and honestly. Be as positive as you can.
Make A Good Impression28
Be Professional
Greet your interviewer with eye contact and a SMILEShake hands firmly Sit up straight, look attentive, do not cross your arms (crossing your arms tells the employer you’re not interested)
Make A Good Impression29
Before the interview, take a few deep breaths, inhale through your nose and blow out through your mouth. This will help you relax your muscles and help you relax mentally too.
Do some self-talk about how you are the perfect match for the job!
Why Ask Questions?30
The questions the interviewer asks helps them decide if you are the right person for the job.
The questions you ask the interviewer helps you decide if this is the right place for you to be.
Ask The Interviewer31
Write down at least three questions that you feel are important to you and take these to the interview.
Don’t ask questions that say “What’s in it for me?” Such as; “when is my first day off?”.
Ask questions such as:
Why did you choose to work for this company?
How will my performance be evaluated?
What is the most difficult task I will be doing?
What is the process you use when training for this position?
Make A Good Impression32
Interview Don’tsDon’t
Take a friend or a relative with you (unless you need an interpreter )
Act either too shy or too aggressive (balance)
Say anything negative about other people
Be late. Call the employer as soon as possible and explain why. Ask if you can arrange a new interview time.
Closing the Interview
Thank the interviewer for their time.Ask what the next steps will be (such as a second interview)Ask when they plan to make a decisionTell them you are interested in the job (only if you are!)Ask for a business card(s) of the interviewer(s)Send a thank you note
33Designed and Developed by SE Works 2003©
INTERVIEW SKILLS- REVIEW
A Job Interview Is…
An opportunity to meet face to face
To discuss your qualifications
To assess your ability and skills
To demonstrate your skills and personality
To sell yourself
www.mun.ca/cdel
The Keys to a Successful Interview
Convey a positive attitude Show enthusiasm
Beware of non-verbal communication Keep eye contact with interviewer
Pay attention to physical appearance Be knowledgeable of the company Don’t talk yourself out of a job Don’t keep the interviewer waiting
www.mun.ca/cdel
The Keys to a Successful Interview
Be Prepared: Have extra resumes on hand. Have references on hand if not attached to resume. Conduct background research on organization.
Remain calm when faced with periods of silence Silence is not always bad but don’t wait to long.
Know your resume Reread it before going into an interview.
www.mun.ca/cdel
The Keys to a Successful Interview
Arrive early
10-15 minutes early.
Remain calm and collected
Listen attentively
Show confidence
www.mun.ca/cdel
Pre-Interview Stage
Assess your career path
Research company and position you are seeking
Find out what type of interview it is
Develop list of potential questions and responses
Confirm date, time and location
www.mun.ca/cdel
Interview Stage
Appropriate dress
Create a good first impression
Ensure that you understand the question
Be yourself
Maintain eye contact with the interviewer(s)
Appear confident
Listen carefully to the questions
www.mun.ca/cdel
Interview Stage
Bring extra copies of resume and references
If you have a career portfolio, bring it Ask questions
What is the organization's plan for the next five years? What kind of work can I expect to be doing the first year? How much assistance is made available in developing career
goals? What are the opportunities for advancement?
Thank them and shake hands Ask for business card
www.mun.ca/cdel
Post-Interview Stage
Recap interview
Request feedback from interviewer
Send thank-you letter or email Follow-up within 24 hours Express gratitude for the employer’s time Highlight qualifications Restate your interest in the company/career area Communicate enthusiasm to have met with them
www.mun.ca/cdel
4 Types of Interviews
Case Interview
Behavior Based Interview
Telephone Interview
Videoconference Interview
www.mun.ca/cdel
Case Interview
Used to assess logical thinking and problem solving skills
Geared around solving problems on the spot
Classic business cases are used to test analytic ability, logical thought process, creativity, and comfort with quantitative analysis
Example of a Project Case: You are consulting for a major Canadian airline. Every year, they make more sales and every year, they lose more money. What could be causing this?www.mun.ca/cdel
Behavior Based Interview
Designed to determine if a candidate possesses certain key competencies.
Use specific examples from work history, education and extracurricular activities to demonstrate the skill the interviewer is assessing
Example:Describe the system you use for keeping track of multiple projects. How do you track your progress so that you can meet deadlines? How do you stay focused? (commitment to task)
www.mun.ca/cdel
Situational Interview
Designed to assess your critical thinking, problem solving, and planning abilities
What would you if… Often in the form of a scenario Example: You are approached by a member of
the media to give your opinion about an issue just discussed at a press conference hosted by your department? What do you do?
Behavioral/Situational
Behavioral (Past Experience)
Situation Describe a situation you
encountered Task
Describe task(s) you completed
Action Describe the action you
took Result
What was the result?
Situational (What would you do if)
Situation Describe a potential
situation Task
Describe tasks you would complete
Action Describe the action you
would take Result
What would be the potential result?
Telephone Interview
Sound friendly, confident and calm
Thank the interviewer for the call
Collect your thoughts
Smile
Get company information
Tip: Dress up as if you’re meeting face-to-
face www.mun.ca/cdel
Videoconference Interview
Dress professionally – they can see you Speak slowly Prepare for silence due to a 5 sec audio
delay Be aware of extra movements and noises Be patient – sounds may be distorted Speak up and project your voice Relax and smile
www.mun.ca/cdel
Common Interview Mistakes(Based on feedback from recruiters)
Lack of preparation
Inappropriate appearance
Failure to ask questions
Poor attitude
Exaggerating or being deceitful
Poor non-verbal communication
Over or under answering questions
www.mun.ca/cdel
Websites
http://www.quintcareers.com/
sample_behavioral.html
http://www.mun.ca/cdel (>Students>Career
Tips)
http://interview.monster.ca/
http://www.jobpostings.ca/resource.cfm?
id=16
www.mun.ca/cdel
GUIDE TO INTERVIEWING
Three steps in successful interviewing
53
Preparation: produce an interview schedule and interview guides.
Execution: conduct the interviews Review: write up the interview notes
54
Interviewschedule
InterviewInterviewguides
Interviewnotes format
Who you are going to interview, why, when and where?
What questions are you going to ask?
What results were obtained?• Information found• Decisions• Actions
• Structure• Rapport• Listen• Probe• Clarify
An interview guide should be created prior to all interviews to ensure the interviews are focused and efficient and enable comparison and summarisation.
Steps in the interview process
Preparation Execution Review
Listen and question
55
When you speak
To reassure the interviewee you are listening and to gain information:• use non-verbal cues such as head nods to show you are listening.• wait until the current question is answered before preparing the next one• listen for emotions and attitudes as well as facts• interrupt only if you sense avoidance of answering the question or if the
interviewee has drifted too far from the topic• request clarification and ask follow on questions
Open questioning
56
Advantages Disadvantages
• Puts interviewee at ease
• Interesting for interviewee
• Provides depth of detail
• Reveals other areas of enquiry
• You may lose control
• May use up too much time
• Interviewer may appear unprepared
• Harder to analyse later
• Lower reliability of data
Examples:
“So what do you enjoy about the role?”
“Are there any other issues I should be aware of?”
Closed questioning
57
Advantages Disadvantages
• Efficient use of time
• Easy to compare interviews
• Higher reliability of data
• Less interviewing skill needed
• Focuses interviewee
• Can be boring for interviewees
• Doesn’t provide the opportunity to qualify answers
• You may miss other areas
Examples:
“Is the new form better or worse than the old form?”
“Is it Mary or Jane who enter the application details?”
“Do you stamp the form before or after the details are recorded?
Probe questioning
58
Advantages Disadvantages
• Provides data on new aspects
• Supplies detail in context
• Shows interest in conversation
• Can appear threatening
Examples:
“How does that happen?”
“How did that change impact your department?”
“What specifically do they do as a result of that?”
Probe questioning is honing in on a particular area of interest and drilling down to obtain more detail. It includes asking for more information to clarify a vague phrase or statement made by the interviewee such as ‘quite high’ or ‘often late’. Probe questioning needs to be balanced with open and closed questioning to avoid the interview seeming like an interrogation.
Paraphrasing
59
Paraphrasing is a technique used to confirm or clarify something the interviewee has said or implied. There are three levels of paraphrasing:
1. The first level confirms or clarifies expressed thoughts and feelings, for example: “so there are three factors that determine the present situation”
2. The second confirms implied thoughts or feelings, for example: “so you would really like to change this situation”
3. The third surfaces core thoughts or feelings, for example: “you are afraid that it might make things worse for you” or “so you think the strategy is wrong” (Note that with paraphrasing of feelings you can trigger a strong emotional response particularly with this third option )
Interview notes are valuable when sharing information with other team members.60
• Write interview notesas soon as possible after the interview
• Outline key findings,note emerging hypotheses
• Consider how findings fit with earlier evidence
• Identify gaps to befilled in subsequentinterviews
• Write interview notesas soon as possible after the interview
• Outline key findings,note emerging hypotheses
• Consider how findings fit with earlier evidence
• Identify gaps to befilled in subsequentinterviews
Key Steps
Interview Notes
Interviewees:Interviewers:Location:Date:
KEY FINDINGS
BACKGROUND AND SITUATION
DISCUSSION NOTES
NEXT STEPS
Interview Notes
Interviewees:Interviewers:Location:Date:
KEY FINDINGS
BACKGROUND AND SITUATION
DISCUSSION NOTES
NEXT STEPS
Format
Interview reviewA standard interview note format is useful in orienting interviews to results:
Web Resources for Interviews
UL Careers website: www.ul.ie/careers Gradireland website: www.gradireland.com Careers4graduates: www.careers4graduates.org Doctor Job: www.doctorjob.com (Virtual Interview) Prospects: www.prospects.ac.uk Realworld: www.realworldmagazine.com Virtual Career Coach: www.windmillsprogramme.com BBC: www.bbc.co.uk/radio1/onelife/work
LISTENING AND LANGUAGE EXPANSION
Tact's & tricks
Mention of projects Mention of Internship Gap year opportunity Skills/ know-how / job specific experience
Tact's & tricks
Experience : academic project/s Curricular – extra curricular :
participation Developing relation of the mention with
the requirement Providing evidence of your professional
skills through your experience
Interview Part-200:42 -01:45
Interviewing : Sales meeting Tricky part – no experience Ways to highlight experience
Answer the questions01:45 – 04:48
1. Name one thing Owen did for his school’s robotics team.2. Why did Owen decide to intern at Lu Tech?3. What did Owen do during his gap year?
Analysis 01:45 – 04:48
Mention of projects Mention of Internship Gap year opportunity Skills/ know-how / job specific experience
04:48 – 11:40
Experience : academic project/s Curricular – extra curricular :
participation Developing relation of the mention with
the requirement Providing evidence of your professional
skills through your experience
11:40 – 18:00
Beyond academics : gap time opportunity
Review
Job Interviews continues Preparing to Interview Guide to interview
Job Interview Workshop Listening activity Job Interview -2