interview ppt final

CONQUERINGINTERVIEWS

A Mirus MeRit Training Workshop

THE STAKEHOLDERS


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


The Objective Pre Interview Research

Role Choice

Compensation Choice


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


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


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


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


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


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


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 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


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


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


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

interview ppt final

Recruiting & HR

industry organization

role fit

role title

choice organization

organization structure

kind of competencies

kind of people

kind of culture