1. Making the Most of an Interview!

2. Preparation of interview
Agenda
Types of interview
Preparation of interview
Mock interview
Start by talking for a few minutes about your career and how you got there. If education was an important part of that, explain that too. If you have any funny personal stories about your career path, you may want to share them. Pretty soon you will be asking the students to open up, and this can help to set the classroom climate
Talk about how goal were important in deciding your career path
Discuss how barriers are real, barriers to entry in the labour force are one aspect and Job Asaan has trainings to help you deal with them. But these are barriers that exist once you are in the market and trying to progress

3. Panel vs. Individual Type of Interviews
Individual interviews refer to interviews conducted by a single interviewer whereas panel interviews involve more than one interviewer. 
empirical research indicates that individual interviews are more valid than panel interviews (McDaniel, 1994). Not conclusive as contradictory research also exists
The impact of first impressions and personality biases are minimized.
It changes the focus from yes/no voting to a deliberative evidence-based assessment. 

4. Competency/ Behavioral Interviews
Type of Interviews
Competency/ Behavioral Interviews
Company identifies key skills required for job
Designs questions to elicit evidence of skills
Emphasis on past behaviour as predictor of success
The most common type of interview used today
Past behavior is an indicator of future behavior
Will cover in detail under preparation!

5. Assessment Centers Type of Interviews
The assessment center is one of the more complex methods of evaluating employee behavior. It is used in selective processes, identifying leadership skills, developmental and training needs and human resources planning.
An Assessment Center consists of a standardized evaluation of behavior based on multiple evaluations including: job-related simulations, interviews, and/or psychological tests. Job Simulations are used to evaluate candidates on behaviors relevant to the most critical aspects (or competencies) of the job. Several trained observers and techniques are used. Judgments about behavior are made and recorded. These judgments are pooled in a meeting among the assessors or by an averaging process. In discussion among assessors, comprehensive accounts of behavior, often including ratings, are pooled. The discussion results in evaluations of the performance of the assesses on the dimensions or other variables.
Leaderless group discussions
The leaderless group discussion is a type of assessment center exercise where groups of applicants meet as a group to discuss an actual job-related problem. As the meeting proceeds, the behavior of the candidates is observed to see how they interact and what leadership and communications skills each person displays
Role plays
Role playing is a type of assessment center exercise where the candidate assumes the role of the incumbent of the position and must deal with another person in a job- related situation. A trained role player is used and responds "in character" to the actions of the candidate. Performance is assessed by observing raters.
Group exercises
Typical key skills assessed in a group exercise include:
ability to work as part of a team
social skills and confidence
leadership qualities and potential
listening and communication skills
ability to problem solve and work under pressure
how compatible a candidate’s skills and behavior are for the role
how well they respond to failure and critical thinking ability
Presentations
Case studies

6. Practice – Assessment Centers
Make groups of four participants
Read the case study handed to you in groups
Analyze the case, identify the problem and present a solution
As a group present your findings
Three to four cases each looking for a specific competency
Allow groups to present their findings
Ask participants what skills/ competencies were used by participants
Share actual competencies you were looking to assess
The following competencies are assessed in this exercise are:
• Leadership
• Initiative
• Team working
• Decisiveness
• Problem solving
• Organisational ability

7. Practice – Assessment Centers
What competencies were used?
Leadership
Initiative
Team working
Decisiveness
Problem solving
Organizational ability
Three to four cases each looking for a specific competency
Allow groups to present their findings
Ask participants what skills/ competencies were used by participants
Share actual competencies you were looking to assess
The following competencies are assessed in this exercise are: • Leadership • Initiative • Team working • Decisiveness • Problem solving • Organizational ability

8. Psychometric Tests Types of Interviews
Psychometric tests typically consist of numerical reasoning, verbal reasoning and diagrammatic reasoning tests. Situational judgment tests are increasing in popularity and are used as an initial screening method for the biggest graduate scheme employers. 
Numerical Reasoning tests demonstrate a candidates ability to deal with numbers quickly and accurately.
Verbal Reasoning tests require you to read short passages of writing and then answer questions assessing their comprehension of the text. 
Situational Judgment Tests (SJT s) assess how you approach situations encountered in the workplace.
Diagrammatic reasoning questions are designed to assess your logical reasoning ability. 

9. Preparation of interview
Agenda
Types of interviews
Preparation of interview
Mock interview
Start by talking for a few minutes about your career and how you got there. If education was an important part of that, explain that too. If you have any funny personal stories about your career path, you may want to share them. Pretty soon you will be asking the students to open up, and this can help to set the classroom climate
Talk about how goal were important in deciding your career path
Discuss how barriers are real, barriers to entry in the labor force are one aspect and Job Asaan has trainings to help you deal with them. But these are barriers that exist once you are in the market and trying to progress

10. Preparation of Interview
Self-assessment
Know the position
Know the organization
Prepare your questions
Foresee employer questions
Practice
Individual interviews refer to interviews conducted by a single interviewer whereas panel interviews involve more than one interviewer. 
empirical research indicates that individual interviews are more valid than panel interviews (McDaniel, 1994). Not conclusive as contradictory research also exists
The impact of first impressions and personality biases are minimized.
It changes the focus from yes/no voting to a deliberative evidence-based assessment. 

11. Self Assessment Career goals Academic performance
Skills and competencies
Selling points/ Strengths
Work experience

12. Practice - Know the Position
Review the job descriptions shared with you
Identify competencies the job is looking for
Prepare behavioral examples for each competency

13. Define each competency in behavioral terms
Your behavioural evidence:
Presentation to class
Class rep, society president
Information on current affairs, newspapers you read, understanding of stock markets etc.
Employer Needs
Communication
Leadership
Business Awareness
Explain to students that our interests are reflected in the types of activities that we enjoy doing and the topics that we like to learn about and discuss. We look at interests when we choose our careers because: n People do better at what interests them. n People are attracted to careers that suit their interests. n People usually are successful in careers that suit their interests.
Direct students to imagine they are going to a job fair to apply for careers that interest them.
Tell students that jobs and job descriptions representing different career themes are posted around the classroom.
Their task is to read the job categories and to determine which types of careers they would most enjoy doing.
Tell them that they do not have to like each specific job; they should be responding to the type of career.
Explain that they may like more than one type of career, but should pick the type that most interests them.
To see what they like best, reading the descriptions is as important as reading the job titles.
Direct students to stand by a career theme that is the most appealing to them.
Be prepared to describe a job if students don’t know what it is—although it is best to let other students try to describe the job first.
To help students understand how their interests are reflected in their occupational choices, ask them to consider: n What appeals to you about this type of career? (Focus on the qualities in the descriptions.) n Do any of these jobs share multiple interests or qualities?
Examples n Journalists like writing and may have a strong sense of social responsibility. n Human resources professionals may be highly organized and enjoy working closely with people. n What other types of careers offer the opportunity for using these same interests?
Examples n Purchasing agents use communication to persuade people. n Electrical engineering technicians solve problems. 5. Explain to students that having their interests reflected in the work they do will help them select a target career that is satisfying to them. Tell students that all of their interests don’t need to be reflected in a career for them to enjoy it
Time: 20 minutes

14. STAR
Give me an example of a problem you encountered. How did you approach it. What was the outcome
S: Describe the situation
T: Explain the task/ problem that arose
A: What action did you take?
R: What was the results
You were preparing for an upcoming launch event
You were asked at the last minute to arrange a podium
You put a status up on Fb and asked all contacts if anyone could arrange one
You got a response on Fb and were able to arrange a podium for the event

15. Know the Position Review and dissect the job description
Identify the competencies the job is looking for
Define each competency in behavioral terms
Prepare examples for each competency
Follow the STAR model

16. Know the Organization
Websites, reports, articles, company literature, etc.
Contacts with knowledge of organisation or sector
Relevant articles in the press
Identify your expected salary range

17. Foresee Employer Questions
Typical Interview questions:
Tell me about yourself
Why are interested in this position/ organization?
What attracted you to this field?
Tell me about your work experience
What qualifies you for this position?
What are you strengths?
What are your areas of improvement?
Where do you see yourself in five, ten years?

18. How can you identify a competency based question?
Competency Based Interviews
How can you identify a competency based question?
Ask participants what they think a competency based question is.
Take their responses and note them down on a flip chart
Discuss questions they ask building on their questions make the following statements:
– It asks for a specific example of something that has already happened to you – Often starts with, “Tell me about a time when…” or “give me an example of…”

19. Practice – Dissecting behavioral/competency based questions
The next few slides have competency based questions written on them
Look at each question and identify what skill/ competency is the employer looking for
List down the competency on the paper in front of you
Show participants the questions and ask them to note down competencies
Participants note down answers in groups – discuss questions amongst each other
Take responses from participants at random and note them down on flip charts
Discuss each question in detail as you go

20. Give me an example of when you showed initiative and took the lead.
Question - I
Give me an example of when you showed initiative and took the lead.

21. Question - II
Give me an example of a time when you set a goal and were able to meet or achieve it.

22. Question - III
Tell me about a time when you had to use your presentation skills to influence someone's opinion.

23. Question - IV
Tell me about a time when you had to go above and beyond the call of duty in order to get a job done.

24. Prepare your questions
Training programmes
Career development opportunities
Types of projects & responsibilities
Reporting structure
Performance appraisal
Profile of staff
Questions about topics raised in interview
What happens next?
Discuss the importance of having your own questions prepared for an interview when you flash the heading
Ask participants what questions they might want to ask participant
Note down responses on a flip chart
As feedback display the list of questions
Illicit from participants the importance of asking these questions

25. Agenda
Types of interviews
Preparation of interview
Mock interview

26. Mock Interview-Option I
Practice
Select a partner for yourself
Based on the interview questions given to you, interview your partner
Document your feedback on how your partner did
Benefits of this approach
Everyone will get practice
No observation

27. Mock Interview-Option II
Practice
3 volunteer pairs
Each pair will get interview questions and ten minutes to prepare
Conduct three mock interviews
Observers – take notes (good points and areas for improvement)
Benefits of this approach
Everyone will be involved
A lot if observation and discussion
Easier to manage for the trainer
But not everyone will get experience
Participants might get edgy waiting while everyone prepares

28. Mock Interview-Option II
Body Language
First impressions
Allow time to relax
Research the location in advance
Dress appropriately
Entrance, introductions & handshake
Smile and make eye contact
Be aware of own movements
Watch body language of interviewer
Mock Interview-Option II
The interviewer makes the decision very early