Interview ppt final
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Transcript of Interview ppt final
CONQUERINGINTERVIEWS
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THE STAKEHOLDERS
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The Stakeholders Line Manager’s Perspective
Under PressureWants new hire to hit the ground runningInterview delays due to tight schedules
Strong Opinions Usually hiring against attrition. Tendency to compare to previous employeeDomain understanding strong and hence may find candidates wanting
Willing to StretchWilling to push internal limitations if a candidate is strongly liked
The Stakeholders Recruiter’s Perspective
Under PressureMultiple line managers with multiple & inconsistent demandsStiff Turnaround Timelines
Usually a Low Risk Taker Wants candidate as close to ideal as possible, tendency to rejectInflexible on compensation & level fitment
Limited UnderstandingConstrained understanding of business realitiesOperation rather than solution focused
Lack of ConvictionUnsure of interest due to limited understandingMany times only attracted due to Brand & Compensation
High ExpectationsExpectations on compensation, role & title not aligned to market realities
The Stakeholders Candidate’s Perspective
PRE INTERVIEWRESEARCH
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The Objective Pre Interview Research
Role Choice
Compensation Choice
The Objective Pre Interview Research
Do you want to do the kind of work this Industry /Organization/ Role involves
Will the Industry/Organization/Role provide the kind of growth (financial, role, learning) that you aspire for
Do you have the requisite skills which this Industry /Organization/ Role requires
Does the organization have the kind of brand power you aspire for
Does the organization have the kind of culture you would fit well in
Do the organization parameters of designation and location suit you
Career Choice
Organization Choice
The Objective Pre Interview Research
What kind of people do they normally hire for the role
What kind of competencies would be required to be successful at the role
What kind of person would culturally fit into the organization/team/role
Highlight the required domain knowledge
Create the opportunity to describe how your skills & competencies can be leveraged
Emphasize how your past achievements have prepared you for the role on offer
Positioning Yourself
Controlling the Interview
The What Pre Interview Research
Key Responsibilities, Expected Results, Span of Control, Complexities
Culture, Statistics, Products/Services, Current Events
Profile, Domain Expertise, Seniority, PersonalityInterview Style
Economic & Salary Trends
Environment
Industry
Organization
Team
Role
Panel
Key Players, New Entrants, Current Events, Jargon
Profiles of Key People, Reporting Relationships, Organization Structure
DEMYSTYFYINGTHE
JOB DESCRIPTION
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Appraisal & Bonus Driven By
Understand job content in terms of key deliverables and expectations
Span of Control Driven By
Where does the role fit in the Organization’s Structure
Future Growth Driven By
Opportunities & ChallengesPossible growth trajectoriesRelevant Competencies
Stability Driven
Life on a day to day basis
Job Description Demystifying the Role
JD Demystifying the Role
Top 4 KRA % of Time spent
1.
2.
3.
4.
THE COMPETENCYFRAMEWORK
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Competency Framework for Excellence
Foundation
Strategic Functional
Intellectual
Operational
Personality
CulturalFitment
Performance
Problem Solving
StreetSmartness
Leadership
Exposure Technical Skills Numerical Skills Academic
Qualifications Ability to Self
Learn
Communication Skills
Confidence & Energy
Maturity & Integrity
Interpersonal Skills Stress
Management
Ownership Eye for Detail Process Oriented Task focused Multi Tasking
Hard Working Result Oriented Solution Oriented Customer Focus
Values Environment
Compatibility Emotional Quotient Coachibility
Knowledge Analytical Ability Perseverance Negotiation Skills
Memory Ability to correlate Risk Taking Creativity &
Innovation Ability to Convince Strategic Thinking Decision Making Ability to Influence
& Motivate Executive Presence
SWOT Assessing Yourself
POSITIONINGYOURSELF
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Your Positioning
Positioning
What is my
personality?
What do I offer?
Who is my competitio
n?
What makes me different?
What need do I serve?
How is this need
Important?
WRITING THERESUME
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Resume Decoding
ResumeResume
AA
BB
CC
FFPersonal Details
The Sweet Spot
Career History/ Responsibilities
Extracurricular/ Interests
Awards/ Attainments
EE
DD
Academics
Resume Common Errors
Typos Missing Dates JD Recreated
Spelling Mistakes Inconsistency Lengthy Introduction
Grammatical Errors Missing Data Irrelevant Data Upfront
Excessive Font Variation
Abbreviations and Jargon
Wrong Information
Large Block Text Missing Achievements Formatting
Too Lengthy Unsubstantiated Achievements
Wrong Tense
Unflattering Photograph
No Chronological Order
Unsubstantiated Competencies
Inappropriate Email Id Missing Mobile Number
Layout Issue
Missing Skills/ Competencies
Irrelevant Extracurriculars
Irrelevant Personal Information
Resume Common Errors
Format Related:
Length: Total resume -Not more than 2 pages Spacing: Listing versus crisp sentence Fonts: No variation
Professional Profile:
Highlight relevant competency here but ensure that all of the competencies you
claim are accurate and backed up by education or work experience in your resume.
e.g. Deep insight/ Extensive experience of working with public sector
org. Expertise in dealing with large scale & multi-dimensional projects Dealt extensively with Utility companies / production based
businesses Motivated social services professional with eight years of experience
Area of Expertise/ Exposure:
Highlight more relevant one on the topShould not be a long list-4 to 6 key ones
e.g. Brand Product Planning – Then new product introduction on top
e.g. Managed/ lead / steered large teams
e.g. Consulting- Bring forth client mgmt skills, analytical skills, industry understanding
Resume Redrafting
Resume Common Errors
Resume Common Errors
Resume Optimizing the sweet spot
PROFESSIONAL PROFILE
Business Enablement professional with extensive experience in IT & ITES spanning the entire Customer Engagement Lifecycle
Facilitated multi country bids with Fortune 500 clients across geographies in India, Africa and Middle East
Proven Background in tapping of prospects, requirement analysis and conceptualizing strategic outsourcing engagements.
Significant exposure to working with senior leadership on key strategic projects.
Experienced Team Manager, having led a team of 7 Managers (direct reportees).
Resume Optimizing the sweet spot
OVERVIEW OF PROFESSIONAL EXPERIENCE
A professional with 10 years of experience in corporate strategy, research pre-sales support and program management. Worked on and managed multiple projects across businesses for identifying growth opportunities through strategic partnerships and alliances. Strong background in managing financial services operations delivery through large virtual teams across geographies.
KEY COMPETENCIES
New Business Set-up: Business plan design, Defining solutions, Team build-upCorporate Strategy: Business & Financial planning, Growth strategy formulationProgram Management:, Governance structure, Project executionOutsourcing / Offshoring: Sourcing strategy, Vendor selection, Performance Management framework
Resume Responsibilities vs Attainments
Hindustan Levers Ltd. July 2002 - December 2010Designation: Sales Manager – Delhi NCR (includes Gurgaon and Noida)
March 2008 – December 2010
Responsible for driving volume and value sales in Delhi NCR region with a turnover of Rs 30 CrResponsible for entire ATL and BTL activities for the region – managing vendors, overheads and executionResponsible for channel sales with 400 + channel partners in the regionHandling team of 10 sales managers and 30+ sales force Driving the personal care segment in a medium market share market for
Attainments
Successfully worked on a Channel Profitability Model in Delhi along with establishing personal care product category targeted at Category C Demographic Segment in Delhi
Resume Responsibilities vs Attainments
Significant Assignments Handled
Scoping, process mapping and process transition for a leading US Property and Casualty Insurance firmScoping for potential outsourcing opportunities for a healthcare insurance providerAchievements:
IBM Values Torchbearer Award for the year 2007 – presented on Annual Day ‘08Special Leadership Award for project managing the conceptualization, design and planning of the IBM Daksh Leadership event Mosaic – 2008GEM (Going the Extra Mile) Award for the Quarter ending Sep ’07 for client projectClient VOC of 5 on 5 for end-to-end project transition
Resume Academic Qualifications
YearInstitution/ University
Degree / Certificate
Performance
2002 IMT Ghaziabad PGDM 6.03/9.00*2000 BIT S, Pilani B.E. (Mechanical) 75.33%1995 Army Public
School, New Delhi
Senior Secondary (AISSCE)
78%
Academic Qualifications
Pursuing Fulltime PGDM (Marketing, Operations) from IMT, Ghaziabad
BA (Sociology, History and English Literature) from Devi Ahilya University, Indore in 2002.
Senior Secondary (AISSCE) with Non Medical from Xaviers School, Indore in 1999.
Resume Extra Curricular Activities
EXTRACURRICULAR ACTIVITIES
First runners-up – Marketing Strategy Proposal (HLL Campus Challenge 2012): Designed a comprehensive strategy for a new product market entryFacilitated participation of over 600 visitors to the event, as leader of hospitality team for the College Festival in 2012As Captain, revitalized the Football team at EXL; led it to runners-up position at the company’s Annual Sports Meet in 2008Widely traveled; been to U.S.A., U.K., Germany, France, U.A.E. and Qatar among other places
THE INTERVIEW PROCESS
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Interviews The Anatomy
Types
Styles
Levels
Traditional Structured Situational Behavioural
Conversational
Depth Intimidating Disinterested
PreliminaryScreening
Psychometric
Testing
Group Discussion
Technical Screening
Line Interview
HRInterview
BusinessInterview
Formats
One on One Panel
Competency
Interviews The Process Cycle
Breaking the ice
Evaluating
Academics
Leveraging
Personality
ReverseQueryin
gWrapping
up
Proving Performanc
e
Steering through the
Interview Process
RESPONSE MANAGEMENT
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Response Mgmt Responding Effectively
Answer what the Interviewer wants to know and not what the Interviewer has asked
Response should be Crisp and Concise
Responses should be substantiated
In multi faceted questions make sure each aspect of the question is answered
Should not refer to historical data, but rather refer to data which is current
The script of the answer should be at all times consistent to the plot you have chosen for yourself
Answer questions without being evasive
Prior to the interview clearly enumerate what you want to convey and then create opportunities to convey the same, even if the interviewer has not asked the relevant question
Response Mgmt Breaking the Ice
The Intent
To put the candidate at ease and establish a rapport
Assess clarity of thought and ability to respond logically and cohesively.
Evaluate confidence and communication skills
A broad upfront assessment of the candidate’s interest in the opportunity
The Gatekeepers
Poor communication skills, including excessive talking, poor poise/diction/grammar or indistinctive speech
Lack of cohesiveness in responses
Lacks general enthusiasm and energy and appears unmotivated personally and professionally.
Weak interpersonal skills
Response Mgmt Evaluating Academics
The Intent
Evaluate ability to grasp knowledge and learn new concepts
Assess capacity to work hard and the drive for excellence.
Whether candidate deep dives or has tendency to skim the surface
Capacity to relate knowledge and learnings to real world scenarios
The Gatekeepers
Insufficient Technical competency
No pattern or history for top performance
Too theoretical in their understanding
Lacks the street smartness to correlate learnings in varying contexts
Response Mgmt Proving Performance
The Intent
To Assess whether skill set and competencies match or are leveragable for job role
Evaluate pace of career growth and rationale behind career choices
Can past learning be applied in new situations
Evaluate scalability and future potential
How the candidate rates on various performance parameters
The Gatekeepers
No match between skills and the position
Not able to articulate clear goals
No relevant work experience
Interests of candidate are too narrow, professionally
Condemnation of past employers
No significant or relevant achievements to display
Response Mgmt Leveraging Personality
The Intent
To assess emotional maturity
To assess competencies which are essential to successfully delivering on the job Ability to solve problems, take decisions, cope with stress, prioritize etc.
Team and Organization Culture Fitment
The Gatekeepers
Personality of the candidate mismatched to that of the corporate culture/ environment.
Makes excuses--evasiveness--hedges on unfavourable factors in record
Not a team player
Failure to demonstrate leadership or management potential
Low on work ethic
Response Mgmt Role Reversal
Portrays self confidence
Conveys detail orientation & due diligence
Helps Emphasise what is important to you
Helps clarify role & current expectations
Conveys interest in role & organization
Why Asking the right Questions is critical
Response Mgmt Questions to Ask
What do you believe is the most critical part of this job?
What will your expectations be of me in the first month/6 months/year in this position?
What milestones does the company intend to reach in the next 5 to 10 years?
Describe the culture of the company/department
Could you explain the company structure to me?
Who would I be reporting to?
How many other people work in the team? What are their job roles?
Response Mgmt Role reversal Gatekeepers
Overemphasis on money (salary, benefits and vacation time)
Unrealistic expectations of beginning position responsibilities
Confused or lack of awareness about what the organization does
Did not prepare for interview by reading literature such as company brochures or doing industry research via the Internet/newspapers
Asks no questions or asks very poor questions
Response Mgmt Wrapping Up
Clearly indicate your interest and motivation to take up the opportunity
If there is some information which you want to communicate, but did not get the opportunity to do so in the interview…..now is the time
Reinforce your value proposition in your summarising statement
Make sure you have addressed the interviewers concerns
Express your enthusiasm for the position. Make known your availability for providing clarifications & answering follow up questions
Find out the next step in the hiring process. Ask about timelines and when feedback would be available
Response Mgmt Wrapping Up
Thank the Interviewer and make sure you get a business card so you can email a thank you note
Avoid expressing neediness - make the interviewer feel that you have other options on the table
If you think you did a terrible interview, don't show it. Confidence goes a long way and is sometimes more important than how you answered questions
Closing the sale is important, but your closing should be tailored to the position; your personality the
interviewing style and the interviewer.
Response Mgmt Wrapping Up Gatekeepers
Merely shopping around or wants job for short time only
Did not “sell self” in the interview
Inability to accept constructive criticism or feedback
Candidate not competitive with applicant pool
Personality was arrogant, overly aggressive and /or over-confident
Unwilling to start at the bottom; expects too much too soon
Unwilling to relocate or travel for work
COMPENSATION COMPONENTS
&NEGOTIATION
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Compensation Factors that Impact
Competing Offers
Candidate Profile
Job Location
Industry Standards
Compensation
Determinants
Job Valuation
Compensation Negotiations
Be aware of the current compensation trends
Know the market for your skills and find out what others make at similar jobs
Understand where you fit in the organization
Investigate how the company is doing. In this economy an employer may really be unable to pay you more than what they first offer
State the salary expectations with some flexibility although pushing in the direction of target. You don't want it be a Yes or No situation without discussion
Compensation Negotiations
Have a credible rationale for the salary position. The person you are dealing with has to negotiate internally - give her the most ammunition possible to defend his/her choice
Understand what is being offered and what will be the salary in hand
Higher the compensation, higher the organization expectation of results and lower the threshold on time spans
Internally define your cut off point while seeking common ground