1. 2012
Chetana’s
HazarimalSomani College
of com. Eco.& smt.
Kusumtai Chaudari College
of arts.
Topic:
Interview & Group
Discussion
Presented to:
Prof: Shiva Prasad

2. INDEX
Interview:
1. Introduction.……………………………………………………....2
2. Types of interview……………………………………………………...2
3. ABC”S of interview………………………………………………….....4
4. Interview structure……………………………………………………...6
5. What is an interviewer looking for?..........................................................7
6. Preparation of an interview……………………………………………..8
7. Interview skills……………………………………………………….....8
8. First impression is the effective impression………………………….....9
9. Tips of interview…………………………………………………….....10
Group discussion:
1. Introduction…………………………………………………………....11
2. Types of group discussion………………………………………….….11
3. Four important components of group discussion assessments…………12
4. Why do we have group discussion?........................................................13
5. Why institutes conduct a group discussion?.............................................13
6. 10 simple rules to crack a group discussion……………………………14
7. Common mistake made by the candidate………………………………15
8. Factors for group discussion……………………………………………16
9. Advantages of group discussion………………………………………..16
10. Disadvantages of group discussion……………………………………..17
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3. Interview:
 Introduction:
Interview is a form of personal communication, where the person called for an interview
i.e. interviewee and the one who takes the interview i.e. the interviewer can vary from
selection, appraisal and counseling to grievance handling and exit interviews.
The term „interview‟ has been derived from the French word „entre voir‟ that means
„to „glimpse‟ or „to see each other‟. By definition it means a meeting for obtaining
information by questioning a person or person. In this way an interview is a classic
example of communication that takes place through „the process by which meanings are
exchanged between people through the use of a common set of symbols”.
 Types of interview:
 Informational interview:
An Informational Interview is a meeting in which a job seeker asks for career and
industry advice rather than employment. The job seeker uses the interview to gather
information on the field, and to find employment leads and expand their professional
network.
 Telephone interview:
Telephone interviews have become one of the most popular ways to conduct a one on one
meeting when geography presents a challenge. Essentially, a telephone interview is
simply a situation in which a telephone call is used to create the foundation for an
interactive meeting in which one party is conducting an interview with a second party.
 In-person interview:
The in-person interview is the culmination of all the steps in our selection process.
Taking into consideration your skills and experience along with the talents you have
revealed during your online assessment and telephone interview.
 Selection interview:
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4. It is a situation in which a personnel selector, through personal contact provides him with
behavior to observe - in order to assess the candidate's suitability for a post.
 Work sample interview:
Work samples are used as an additional tool, along with the information presented in the
candidate's application and theinterview process when making the final selection. A
work sample may be used to verify critical skills identified in the skills requirements for a
specific position.
 Peer group interview:
Provides an opportunity for you to meet and talk with your prospective coworkers. Just as
in other interviews, the peer group will evaluate you and determine how well you fit in.
 Video interview:
Uses video-conferencing technology so that people in different locations can interview
you without traveling. Practice answering questions in front of a mirror or have a friend
videotape you. This will help you learn how communicate effectively on camera.
 Behavioral interview:
A behavioral interview is an employment interview during which a job applicant is asked
to demonstrate his or her knowledge, skills, and abilities, also known as competencies.
The applicant must tell about specific experiences when he or she demonstrated these
competencies.
 Stress interview:
The purpose of stress interview is to present before the candidate certain situation or
facts that make them uncomfortable or ask them simple questions at an alarming
speed. Stress interview are likely to reveal the true personality of a candidate.
 Promotion interview:
Promotion interview as the name suggests is done prior to giving a promotion to an
employee. It also serves as a selection interview of one candidate over another, when
there is more than one person shortlisted for the promotion.
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5.  Problem interview:
Problem interview is conducted when the behavior or performance of the employee is
not satisfactory.
 Grievance interview:
Grievance interview is conducted when an employee has some grievance
regarding his job, salary, colleagues etc. and he wishes to speak to higher authorities
in this regard.
 Abc’s of job interview:
 A-attitude
 B=behavior
 C=compatibility
A is for Attitude
AN interviewer wants to find an outstanding candidate as much as you wantto find a
fulfilling job. It helps to think of the process as one where both parties are hoping for a
positive outcome. A positive attitude will enable you to project an image of energy and
enthusiasm. If you are competing against a group ofcandidates with a similar background
of skills and knowledge, enthusiasmmight be the deciding factor.
Here are four attitude suggestions that will help you in many interview andjob-related
situations:
Never bad-mouth a current or former employer, co-worker or company. It brands you
as a “complainer,” and no one wants a complainer on the team.
Positive attitudes are catching and you have a great deal of control over sustaining a
positive atmosphere throughout the interview process.
Maintain a positive attitude – from the moment you wake up until the interview is
over and you‟ve sent a “thank you” note.
Attitude can save interviews from “going bad”.
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6. B is for Behavior
Attitude drives the second factor, behavior. When you have a positive attitude and desire
to perform well at the interview, you‟ll plan to get a goodnight‟s sleep, eat a nutritious
breakfast, and allow plenty of time to get to the appointment. You won‟t schedule
important activities following the interview, since you may be asked to stay and complete
an application, take some tests or meet with another decision-maker. Be polite and
friendly on the phone and to the people you encounter on the way to the interview. It pays
to be courteous, professional and friendly with the receptionist, the secretary, and even
the people you encounter in the parking lot and elevator. You have no way of predicting
which people you encounteron the way to and from the interview is part of the hiring
team of having inputinto the hiring process.
Communication is a four-way street.
1) Focus your attention on what theinterviewer is saying (not on what you‟ll say
next). Don‟t talk too much. If you do most of the talking, you will probably miss
cues to help you know what theinterview feels is important.
2) Once you‟ve determined where the interviewer is “coming from,” you can follow
his or her lead. Try to speak with the samerhythm and tone of voice. Make some
friendly observations about yoursurroundings.
3) If the interview is conversational, make small talk about yourinterests, hobbies, or
what you did last weekend. Be positive and upbeat. This will help both of you
relax and establish a connection.
4) Remember that communicating information about yourself is yourresponsibility. It
is not up to the interviewer to drag it out of you
 C is for Compatibility
An interview is primarily an attempt to assess you compatibility with the joband the
organization. “What kindor work environment do you prefer?” “Do you work better by
yourself or withothers?” Many questions don‟t have an obvious “right or wrong” answer,
butthese questions are clearly intended to measure the compatibility between.
Think of two overlapping circles – one is you and one is the company.Everything that
you say and do during the interview should contribute toenlarging the space where these
circles overlap. The bigger and more clearly defined you can make this area, the more
desirable you will be as acandidate.Your preliminary research of the company and the
position should give you aclear idea of the skills being sought. Assume your answers will
reveal interesting information and be reliable predictors of your behavior infuture
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7. situations.Think of each question as a Table Topic and give yourself about one minuteto
create and interesting answer.
 Interview structure:
Like every communication event, an interview has a rather well defined structure .In
other words we can say that an interview is a formal communication event that aim and
outcome of which is understood by both the parties .They have, therefore, care of the
three stage-beginning, middle, anend, just as in a presentation the speaker alone has to
manage these stages. Each of these stages requires effective communication skills as
stated below:
 Opening/start:
Introduction:
Statement of the purpose of the meeting
Making the other person comfortable
Creating an atmosphere of relaxed open-minded approach, commitment to the
purpose stated above, and preparing to start discussing things frankly
 Middle:
Aim at exchange of information.
Keeping the discussion to the point.
Listen attentively and patiently.
Keep eye-to-eye contact.
Give carefully thought out answers.
Make sure to cover the agenda.
Take care that interruptions, if any, are polite.
 Closing:
Summing up the discussion/exchange of information.
Describing the action decided upon.
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8. Avoiding a hurried or abrupt ending.
Closing on a positive note.
Exchangingfeelings of gratitude, thankfulness for favor of interview etc.
Confirming, the worthwhileness of the interview / communication event / meeting.
 What is an employer looking for?
We may classify the information which an employer seeks while considering a person for
a job, into the following sub headings.
1) State of health: every organization desires its employees to be in healthy state. Apart
from judging at the interview, the organization requires an entrant to undergo a
medical examination, standards of which differ from profession to profession.
2) Attainments: A probe is made through searching questions to verify what is written by
the candidate in the bio data and to assess the nature and quantity of these
achievements.
3) Intelligence: A close observation is made of the reflexes and responses of the
interviewee to discover the extent of his grasp and confidence.
4) Applitude: certain questions are directed merely to find out the candidate‟s aplitude
for the job has applied for.
5) Interest: An attempt is made to understand the other dimensions of the personality of
the candidate by encouraging him to speak about his intellectual or social pursuits.
6) Disposition: A vital piece of information that all employers would like to have
whether the candidates has the ability to work with others.
7) Circumstances: A peep into the interviewee‟s previous environment and family
circumstances may give some clue to the candidate‟s capacity to work.
 
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9. Preparation for an interview:
The main purpose of the employer is to judge the suitability of the applicant to the job
and the objectives of the applicant is to find out whether the needs and requirements of
the job would suit him and also whether the environment in the organization would be
conducive to his professional growth. It provides an opportunity to both the participants
for close observation of each other‟s personality traits as reflected in verbal behavior and
body language.
Once you have secured the interview, you should begin to focus on interview
preparation. Do not be fooled into thinking that you can simply walk into an interview
and answer a few questions. The employer will often meet with several hundred
candidates in order to find 5-7 potential employees. Your goal must be to demonstrate
your interest and qualifications for the position. Preparation is key! Interviewers have
many expectations of you as a candidate for potential hire. You must know general
information about the position for which you are interviewing. You must also be able to
articulate your qualifications and interest. In addition, the employer expects for you to
have researched his/her organization and understands the nature of the organization.
Interview skills:
 Analyze the position for which you intend to
work:
Before you are able to convince an employer that you want to be an employee, it is
important that you understand what the job profile to gather this important information is,
you may start with research. This basic research will prove valuable as you prepare to
demonstrate a match between your credentials and the position for which you are
interviewing.
 Research the Organization:
To begin, you must research the company or agency to determine the nature of the
organization. The more that you know about the employer, the more comfortable you will
feel in the interview. A demonstrated knowledge of the organization will also help
convince the interviewer of your interest.
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10.  Sources of Information:
There are a variety of resources that can be used to research organizations. Today all
the good companies have their web site, which provide all the relevant information.
You must visit the site of one of the competitors as well. Also, consider articles from
trade publications, generally available through various sites of newspapers.
 Market Your Skills:
After you have analyzed the position and researched the organization, you are now in a
position to review your qualifications for the position. Knowing what you have to offer is
crucial. Expressing yourself clearly and concisely is a key element of effective
interviewing. Self-assessment of your skills, interests, and work values will help you
organize your thoughts in order to project a positive impression.
 First Impression is the Effective Impression:
You will not get a second chance to make a first impression when it comes to interviews.
Your nonverbal skills and the manner in which you present yourself will be evaluated in
addition to your verbal responses to interview questions.
 Dressing:
The way in which you dress for your interview will tell the employer about your
professional savvy and, in some cases, will be one of the factors an employer will take
into account in evaluating you as a candidate. Also, by dressing professionally, you will
appear more mature and seasoned; this will aid you as you may be competing with older
individuals with more experience. Understand that you will probably dress more
professionally for an interview than may be required once you begin working in that
environment. Appropriate interview attire will vary by field.
 Women:
White, off-white, or neutral-colored blouse with a conservative neckline
Suit i.e. salawarkameez or saree is the right fit
No ill fitting (short, tight, clingy, or slit) skirts
Avoid open-toe strappy high heels, sandals, or shoes with decorations.
Conservative nail polish, avoid unusual colors, e.g., blue or green
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11.  Men:
Long-sleeved shirt in white or light blue
Conservative necktie in terms of color and pattern. Avoid cartoon characters, less-
than-serious graphics, or theme ties
High-fitting dark socks. Avoid light colored socks with a dark suit
 Tips of interviews:
Shake hands firmly.
Look the employer in the eye when you are talking.
Speak clearly, don't mumble.
If you need time to think before answering, take time. Stick to the subject at hand,
which are the job and your skills related to it.
Use the employer's name, pronounce it correctly.
Don't fidget in your seat and otherwise show nervousness with your body
Don't take notes during the interview
Don't complain about a former boss or co-worker. By complaining in this way,
you're likely to make the employer think that you are hard to get along with.
Don't ask about salaries, sick leaves, pensions, vacations, or benefits on the first
interview.
If you have specific qualifications for a job, be sure the employer knows about
them. No one knows what you can do unless you tell him or her.
Talk about school subjects and hobbies that you have done well in and which are
related to the job for which you are applying.
An employer may be interested in everything you can do, but will be most interested
in your skills that relate to the job for which you are applying.
Ask questions when you don't understand what the employer is talking about. You‟ll
want to know as much about the job as you can and asking questions is the best way
to find out.
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12. Group discussion:
 Introduction:
Group discussion is an articulation and views over a particular topic that has been given
to a group of around 5-12people, within a set time limit.
The word „discuss‟ has been derived from the Latin word „discutere‟ that means „to
shake‟ or „strike‟. From the same root, the word „discussion‟ stands for an activity in
which a theme/subject matter is thoroughly shaken, inquired or examination so as to
reach a conclusion or decide upon a course of action. It is different from conversation and
debate. While a conversation usually becomes informal exchange of views or sentiments,
a debate can be an acrimonious expression of arguments for or against a motion or a
given line of thinking. It is discussion that lies at the core of all purposeful meetings or
the decision making process.
 Types of GD:
GDs can be topic-based or case-based.
Topic based Gds can be classified into three types:-
Factual Topics
Controversial Topics
Abstract Topics
 Factual Topics: -
Factual topics are about practical things, which an ordinary person is aware of in his
day-to-day life. Typically these are about socio-economic topics. These can be
current, i.e. they may have been in the news lately, or could be unbound by time. A
factual topic for discussion gives a candidate a chance to prove that he is aware of and
sensitive to his environment.
E.g. The education policy of India, Tourism in India, State of the aged in the nation
 Controversial Topics: -
Controversial topics are the ones that are argumentative in nature. They are meant to
generate controversy. In GDs where these topics are given for discussion, the noise
level is usually high, there may be tempers flying. The idea behind giving a topic like
this is to see how much maturity the candidate is displaying by keeping his temper in
check, by rationally and logically arguing his point of view without getting personal
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13. and emotional.Eg. Reservations should be removed, Women make better managers
 Abstract Topics: -
Abstract topics are about intangible things. These topics are not given often for
discussion, but their possibility cannot be ruled out. These topics test your lateral
thinking and creativity. E.g. A is an alphabet, Twinkle twinkle little star.
 Case-based Gd: -
Another variation is the use of a case instead of a topic.
The case study tries to simulate a real-life situation. Information about the situation
will be given to you and you would be asked as a group to resolve the situation. In the
case study there are no incorrect answers or perfect solutions. The objective in the case
study is to get you to think about the situation from various angles.
IIM A, IIM Indore and IIT SOM Mumbai have a case-based discussion rather than
topic-based discussion in their selection procedures.
 Four important components of Gd
assessments are :
Personality appeal
Communication skills
Knowledge
Leadership
 Personality appeal:
Smartness – dress –smile on the face.
Cheerfulness – free from nervousness.
Enthusiasm - attitude of taking a step extra.
 Communication skills.
Fluency –not speed but poise and right words at the right place
Clarity –effectiveness of the message
Logic- the presentation skills
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14.  Leadership:-
Leadership has been described as the “process of social influence in which one
person can enlist the aid and support of others in the accomplishment of a
common task". Other in-depth definitions of leadership have also emerged.
 Knowledge:
Knowledge is a familiarity with someone or something, which can
include information, facts, descriptions, or skills acquired through experience or
education. It can refer to the theoretical or practical understanding of a subject. It
can be implicit (as with practical skill or expertise) or explicit (as with the
theoretical understanding of a subject); and it can be more or less formal or
systematic
 Why do we have GD?
Reasons for having a GD
It helps you to understand a subject more deeply.
It improves your ability to think critically.
It helps in solving a particular problem.
It helps the group to make a particular decision.
It gives you the chance to hear other students' ideas.
It improves your listening skills.
It increases your confidence in speaking.
It can change your attitudes.
 WHY INSTITUTES CONDUCT A GD:
How often have you called a friend in office to be told that he is in meeting? Institutes
conduct a GD because, as amanager, you will be required to attend and conduct
innumerable meeting. A GD is a stimulation of what you can expect in a meeting at your
workplace. Depending on the kind of profile you have and the company you work for,
you will be part of meeting ranging from brand launches and employee performance
appraisals to company financials, etc. for instance, if you have a meeting where senior
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15. employees are working out a strategy to launch a new soap in the market, this is what is
expected of you before and during the meeting.
The reason why institutes put you through a Group discussion and an interview, after
testing your technical and conceptual skills in an exam, is to get to know you as a person
and gauge how well you will fit in their institute. The Group discussion tests how you
function as a part of a team. As a manager, you will always be working in teams, as a
member or as a leader. Therefore how you interact in a team becomes an important
criterion for your selection. Managers have to work in a team and get best results out of
teamwork. That is the reason why management institutes include GD as a component of
the selection procedure.
 10 simple rules to easily crack the GD:
1) Keep eye contact while speaking:
Do not look at the evaluators only. Keep eye contact with every team member while
speaking.
2) Initiate the GD:
Initiating the GD is a big plus. But keep in mind – Initiate the group discussion only
when you understood the GD topic clearly and have some topic knowledge. Speaking
without proper subject knowledge is bad impression.
3) Allow others to speak:
Do not interrupt anyone in-between while speaking. Even if you don‟t agree with
his/her thoughts do not snatch their chance to speak. Instead make some notes and
clear the points when it‟s your turn.
4) Speak clearly:
Speak politely and clearly. Use simple and understandable words while speaking.
Don‟t be too aggressive if you are disagreeing with someone. Express your feelings
calmly and politely.
5) Make sure to bring the discussion on track:
If by any means group is distracting from the topic or goal then simply take initiative
to bring the discussion on the track. Make all group members aware that you all need
to come to some conclusion at the end of the discussion. So stick to the topic.
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16. 6) Positive attitude:
Be confident. Do not try to dominate anyone. Keep positive body language. Show
interest in discussion.
7) Speak sensibly:
Do not speak just to increase your speaking time. Don‟t worry even if you speak less.
Your thoughts should be sensible and relevant instead of irrelevant speech.
8) Listen carefully to others:
Speak less and listen more! Pay attention while others are speaking. This will make
coherent discussion and you will get involved in the group positively. You will surely
make people agree with you.
9) No need to go into much details:
Some basic subject analysis is sufficient. No need to mention exact figures while
giving any reference. You have limited time so be precise and convey your thoughts
in short and simple language.
10) Formal dressing:
Do not take it casually. No fancy and funny dressing. You should be comfortable
while speaking in group. Positive gesture and body language will make your work
easy
 Common mistakes made by the candidates:
Every candidate must voice his opinion about the given topic, correctly and briefly.
The candidate should not go on talking without giving others a chance to speak.
One candidate should not speak than 3 times during a GD. It would appear that he/she
wants to hog most of the limelight.
The candidate should avoid trying to shout to be heard.
Even if the topic is not known to the candidate, from other people‟s responses, he will
be able to understand something and should then at least make a valid point.
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17. The candidate should also avoid being negative about everything, putting down even
good ideas of others, just to prove that only he is right. Thus to succeed in a GD one
must be moderately forceful but polite, articulate, knowledgeable and try to motivate
others to speak so that everyone‟s opinion can lead to a fruitful discussion.
 Factors of group discussion:
The primary factor which determines the candidate‟s group-worthiness is his
ability to fit into the group, to bind it together as a single entity and to influence
the group towards the attainment of the group goals.
The next important factor is the candidate‟s personal ability to do the bon in hand.
We may even call it as one‟s professional efficiency and it includes his
intelligence; physical fitness, problem solving faculty, dynamic qualities and the
ability to communicate effectively.
The third important factor concerns the candidate‟s ability to stand up to physical
and mental stresses and difficulties.
He should not wait and give way under stress or get upset. One the other hand, he
should be able to remain balanced, calm and collected in the face of tremendous
odds and stresses.
There will be individual rivalries and differences of opinion, in the group. There
will arise the conflict between the individual‟s self-interest and the group interest.
In the face of such conflicts and difficulties, the candidate should not lose self-
control. He should not get frustrated or give way to temper.
 Advantages
Enhances learning in both the affective and cognitive domains
Is both learner-centered and subject-centered.
Stimulates learners to think about issues and problems.
Encourages learners to exchanges their own experiences,
Thereby making learning more active and less isolating.
Provides the opportunity for sharing of ideas and concerns.
Fosters positive peer support and feelings of belonging
Reinforces previous learning.
More simply:
• Ideas can be generated.
• Ideas can be shared.
• Ideas can be 'tried out'.
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18. • Ideas can be responded to by others.
 Disadvantages :
One member of the group can dominate the discussion.
Easy to digress from the topic. Shy learners may refuse to become involved or may
need a great deal of encouragement to participate.
Requires skill to tactfully redirect learners who digress or dominate without losing
their trust and that of other group members.
Particularly challenging for the novice teacher when group members do not interact
easily.
More time consuming for the transmission of information than other methods such
as lecture. Requires the teacher's presence at all sessions to act as a facilitator and
resource person
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19. CONCLUSION
Group discussion & Interview helps us to build our confidence as well as help us increase
our knowledge level. It is also used in our MBA examination to find out deserving
candidate. Even in interview group discussion is held to find eligible employee.
REFERENCES:
Books on Interview and group discussion.Various sites on internet, Wikepedia.
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