GROUP DISCUSSION A group discussion (GD) is a simulated exercise, where you cannot suddenly put up a show, since the

evaluators will see through you easily. In this page you can find tips on GD and how to handle them to ensure a positive outcome. Here's how most group discussions work y y y Normally groups of 8-10 candidates are formed into a leaderless group, and are given a specific situation to analyze and discuss within a given time limit. The group may be given a case study and asked to come out with a solution for a problem. The group may be given a topic and asked to discuss on the same.

A panel will observe the proceedings and evaluate the members of the group. OBJECTIVE Lets start from the basic. One needs to know what one's objective in the group is. A good definition of your objective is - to be noticed to have contributed meaningfully in an attempt to help the group reach the right consensus. What does this essentially mean? 1. The first implication is that you should be noticed by the panel. Merely making a meaningful contribution and helping the group arrive at a consensus is not enough. You have to be seen by the evaluating panel to have made the meaningful contribution. What does that mean in practice? y y y You must ensure that the group hears you. If the group hears you, so will the evaluator. That does not mean that you shout at the top of your voice and be noticed for the wrong reasons. You have to be assertive. If you are not a very assertive person, you will have to simply learn to be assertive for those 15 minutes. Remember, assertiveness does not mean being bull-headed or being arrogant. And most importantly, you have to make your chances. Many group discussion participants often complain that they did not get a chance to speak. The fact is that in no group discussion will you get a chance to speak. There is nothing more unacceptable in a GD than keeping one's mouth shut or just murmuring things which are inaudible. y 2. Participate in as many practice GDs as possible before you attend the actual GD. There is nothing like practice to help you overcome the fear of talking in a GD. The second important implication is that making just any sort of contribution is not enough. Your contribution has to be meaningful. A meaningful contribution suggests that y y y You have a good knowledge base You are able to put forth your arguments logically and are a good communicator. The quality of what you said is more valuable than the quantity. There is this myth amongst many group discussion participants that the way to succeed in a group discussion is by speaking loudly and at great length. One could not be more wrong. You must have meat in your arguments. Therefore, think things through carefully. Always enter the room with a piece of paper and a pen. In the first two minutes jot down as many ideas as you can. When you jot down points, keep these pointers in mind. If it is a topic where you are expected to take a stand, say for example, "Should India sign the Comprehensive Test Ban Treaty?" note down points for both sides of the argument. It will be useful on two counts y One, if you do not start the GD and are not amongst the first five speakers and find that everyone in the group is talking for the topic, then it makes sense to take the alternate approach and oppose the topic even if you initially intended to talk for the topic. y Second, it helps to have a knowledge of how group members who take a stand diametrically opposite to yours will put forth their argument and to be prepared with counter arguments.

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Everybody else will state the obvious. So highlight some points that are not obvious. The different perspective that you bring to the group will be highly apprecaited by the panel. Some pointers on being relevant while having a different perspective are: y y y Be careful that the "something different" you state is still relevant to the topic being debated. Can you take the group ahead if it is stuck at one point? Can you take it in a fresh and more relevant direction? Gaining support or influencing colleagues is the mantra adopted by many a successful Business Leaders. Nobody expects a group of ten intelligent, assertive people, all with different points of view on a controversial subject to actually achieve a consensus. But what matters is "Did you make attempts to build a consensus?" y y The reason why an attempt to build a consensus is important is because in most work situations you will have to work with people in a team, accept joint responsibilities and take decisions as a group. You must demonstrate the fact that you are capable and inclined to work as part of a team.

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The last implication is that you must be clearly seen to be attempting to build a consensus. y y

Group Discussions. Let's go on to how GD is initiated and summarised. A group discussion can be categorically divided into three different phases: i. Initiation/ Introduction ii. Body of the group discussion iii. Summarisation/ Conclusion Let's stress on the initiation and summarisation: Initiation Techniques Initiating a GD is a high profit-high loss strategy. When you initiate a GD, you not only grab the opportunity to speak, you also grab the attention of the examiner and your fellow candidates. If you can make a favourable first impression with your content and communication skills after you initiate a GD, it will help you sail through the discussion. But if you initiate a GD and stammer/ stutter/ quote wrong facts and figures, the damage might be irreparable. If you initiate a GD impeccably but don't speak much after that, it gives the impression that you started the GD for the sake of starting it or getting those initial kitty of points earmarked for an initiator! When you start a GD, you are responsible for putting it into the right perspective or framework. So initiate one only if you have indepth knowledge about the topic at hand. There are different techniques to initiate a GD and make a good first impression: i. Quotes ii. Definition iii. Question iv. Shock statement v. Facts, figures and statistics vi. Short story vii. General statement ~ Quotes Quotes are an effective way of initiating a GD. If the topic of a GD is: Should the Censor Board be abolished?, you could start with a quote like, 'Hidden apples are always sweet'. For a GD topic like, Customer is King, you could quote Sam (Wal-mart) Walton's famous saying, 'There is only one boss: the customer. And he can fire everybody in the company -- from the chairman on down, simply by spending his money somewhere else.' ~ Definition Start a GD by defining the topic or an important term in the topic. For example, if the topic of the GD is Advertising is a Diplomatic Way of Telling a Lie, why not start the GD by defining advertising as, 'Any paid form of non-personal presentation and promotion of ideas, goods or services through mass media like newspapers, magazines, television or radio by an identified sponsor'?

For a topic like The Malthusian Economic Prophecy is no longer relevant, you could start by explaining the definition of the Malthusian Economic Prophecy. ~ Question Asking a question is an impactful way of starting a GD. It does not signify asking a question to any of the candidates in a GD so as to hamper the flow. It implies asking a question, and answering it yourself. Any question that might hamper the flow of a GD or insult a participant or play devil's advocate must be discouraged. Questions that promote a flow of ideas are always appreciated. For a topic like, Should India go to war with Pakistan, you could start by asking, 'What does war bring to the people of a nation? We have had four clashes with Pakistan. The pertinent question is: what have we achieved?' ~ Shock statement Initiating a GD with a shocking statement is the best way to grab immediate attention and put forth your point. If a GD topic is, The Impact of Population on the Indian Economy, you could start with, 'At the centre of the Indian capital stands a population clock that ticks away relentlessly. It tracks 33 births a minute, 2,000 an hour, 48,000 a day. Which calculates to about 12 million every year. That is roughly the size of Australia . As a current political slogan puts it, 'Nothing's impossible when 1 billion Indians work together'.' ~ Facts, figures and statistics If you decide to initiate your GD with facts, figure and statistics, make sure to quote them accurately. Approximation is allowed in macro level figures, but micro level figures need to be correct and accurate. For example, you can say, approximately 70 per cent of the Indian population stays in rural areas (macro figures, approximation allowed). But you cannot say 30 states of India instead of 28 (micro figures, no approximations). Stating wrong facts works to your disadvantage. For a GD topic like, China, a Rising Tiger, you could start with, 'In 1983, when China was still in its initial stages of reform and opening up, China's real use of Foreign Direct Investment only stood at $636 million. China actually utilised $60 billion of FDI in 2004, which is almost 100 times that of its 1983 statistics." ~ Short story Use a short story in a GD topic like, Attitude is Everything. This can be initiated with, 'A child once asked a balloon vendor, who was selling helium gas-filled balloons, whether a blue-coloured balloon will go as high in the sky as a green-coloured balloon. The balloon vendor told the child, it is not the colour of the balloon but what is inside it that makes it go high.' ~ General statement Use a general statement to put the GD in proper perspective. For example, if the topic is, Should Sonia Gandhi be the prime minister of India?, you could start by saying, 'Before jumping to conclusions like, 'Yes, Sonia Gandhi should be', or 'No, Sonia Gandhi should not be', let's first find out the qualities one needs to be a a good prime minister of India. Then we can compare these qualities with those that Mrs Gandhi possesses. This will help us reach the conclusion in a more objective and effective manner.' Summarisation Techniques Most GDs do not really have conclusions. A conclusion is where the whole group decides in favour or against the topic. But every GD is summarised. You can summarise what the group has discussed in the GD in a nutshell. Keep the following points in mind while summarising a discussion: y Avoid raising new points. y Avoid stating only your viewpoint. y Avoid dwelling only on one aspect of the GD. y Keep it brief and concise. y It must incorporate all the important points that came out during the GD. y If the examiner asks you to summarise a GD, it means the GD has come to an end. Do not add anything once the GD has been summarised. DON'T MISS! y Be as natural as possible. Do not try and be someone you are not. Be yourself. y y y y A group discussion is your chance to be more vocal. The evaluator wants to hear you speak. Take time to organize your thoughts. Think of what you are going to say. Seek clarification if you have any doubts regarding the subject. Don't start speaking until you have clearly understood and analyzed the subject.

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Work out various strategies to help you make an entry: initiate the discussion or agree with someone else's point and then move onto express your views. Opening the discussion is not the only way of gaining attention and recognition. If you do not give valuable insights during the discussion, all your efforts of initiating the discussion will be in vain. Your body language says a lot about you - your gestures and mannerisms are more likely to reflect your attitude than what you say. Language skills are important only to the effect as to how you get your points across clearly and fluently. Be assertive not dominating; try to maintain a balanced tone in your discussion and analysis. Don't lose your cool if anyone says anything you object to. The key is to stay objective: Don't take the discussion personally. Always be polite: Try to avoid using extreme phrases like: `I strongly object' or `I disagree'. Instead try phrases like: `I would like to share my views on ' or `One difference between your point and mine ' or "I beg to differ with you" Brush up on your leadership skills; motivate the other members of the team to speak (this surely does not mean that the only thing that you do in the GD is to say "let us hear what the young lady with the blue scarf has to say," or "Raghu, let us hear your views" - Essentially be subtle), and listen to their views. Be receptive to others' opinions and do not be abrasive or aggressive. If you have a group of like-minded friends, you can have a mock group discussion where you can learn from each other through giving and receiving feedback.

Apart from the above points, the panel will also judge team members for their alertness and presence of mind, problem-solving abilities, ability to work as a team without alienating certain members, and creativity. In a group discussion what should my objectives be and how should I achieve them? In order to succeed at any unstructured group discussion, you must define what your objective in the group is. A good definition of your objective is - to be seen to have contributed meaningfully in an attempt to achieve the right consensus. The key words in this definition are 'seen', 'meaningfully', and 'attempt'. Let us understand what each of these imply in terms of action points : The first implication is that merely making a meaningful contribution in an attempt to achieve consensus is not enough. You have to be seen by the evaluator to have made a meaningful contribution in an attempt to build the right consensus. In other words you must ensure that you are heard by the group. If the group hears you so will the evaluator. You must get at least some airtime. If you are not a very assertive person you will have to simply learn to be assertive for those 15 minutes. If you get cowed down easily in an aggressive group, you can say goodbye to the business school admission. Many GD participants often complain that they did not get a chance to speak. The fact of the matter is that in no GD do you get a chance to speak. You have to make your chances. The second important implication is that making just any sort of contribution is not enough. Your contribution has to be meaningful. A meaningful contribution suggests that you have a good knowledge base, are able to structure arguments logically and are a good communicator. These are qualities that are desired by all evaluators. Many GD participants feel that the way to succeed in a GD is by speaking frequently, for a long time and loudly. This is not true. The quality of what you say is more important than the quantity. Don't be demoralized if you feel you have not spoken enough. If you have spoken sense and have been heard, even if only for a short time, it is usually good enough. You must have substance in your arguments. Therefore, think things through carefully. Always enter the room with a piece of paper and a pen. In the first two minutes jot down as many ideas as you can. It pays to think laterally. Everybody else will state the obvious. Can you state something different? Can you take the group ahead if it is stuck at one point? Can you take it in a fresh and more relevant direction? You may like to dissect the topic and go into the underlying causes or into the results. One way of deciding what sort of contribution is meaningful at what point of time is to follow two simple rules. First, in times of chaos a person who restores order to the group is appreciated. Your level of participation in a fish market kind of scenario can be low, but your degree of influence must never be low. In other words you must make positive contributions every time you speak and not speak for the sake of speaking. The second rule is applicable when the group is floundering. In this situation a person who provides a fresh direction to the group is given credit. The third implication is that you must be clearly seen to be attempting to build a consensus. Nobody expects a group of ten people, all with different points of view on a controversial subject to actually achieve a consensus. But did you make the attempt to build a consensus? The reason why an attempt to build a consensus is important is because in most work situations you will have to work with people in a team, accept joint responsibilities and take decisions as a group. You must demonstrate the fact that you are capable and inclined to work as part of a team. What are the ways that you can try to build consensus?

First, you must not just talk, you should also listen. You must realize that other people also may have valid points to make. You should not only try to persuade other people to your point of view, but also come across as a person who has an open mind and appreciates the valid points of others. You must try and resolve contradictions and arguments of others in the group. You must synthesize arguments and try and achieve a unified position in the group. Try to think of the various arguments of your's and others' as parts of a jigsaw puzzle or as building blocks of a larger argument for or against the topic. Try and lay down the boundaries or the area of the discussion at the beginning. Discuss what the group should discuss before actually beginning your discussion. This will at least ensure that everyone is talking about the same thing. Try and summarize the discussion at the end. In the summary do not merely restate your point of view; also accommodate dissenting viewpoints. If the group did not reach a consensus, say so in your summary. You must carry people with you. So do not get emotional, shout, invade other people's private space. Do not bang your fist on the table except in extreme circumstances. If you have spoken and you notice that someone else has tried to enter the discussion on a number of occasions and has not had the chance to do so maybe you could give him a chance the next time he tries. But do not offer a chance to anyone who is not trying to speak. He may not have anything to say at that point and you will just end up looking foolish. The surest way of antagonizing others in the GD as well as the examiner is to appoint yourself as a de facto chairperson of the group. Do not try to impose a system whereby everyone gets a chance to speak in turn. A GD is meant to be a free flowing discussion. Let it proceed naturally. Do not ever try to take a vote on the topic. A vote is no substitute for discussion. Do not address only one or two persons when speaking. Maintain eye contact with as many members of the group as possible. This will involve others in what you are saying and increase your chances of carrying them with you. Do this even if you are answering a specific point raised by one person. One last point. You must not agree with another participant in the group merely for the sake of achieving consensus. If you disagree, say so. You are not there to attempt to build just any consensus. You have to attempt to build the right consensus. Is it wise to take a strong stand either in favour or against the topic right at the start of a Group Discussion ? In theory yes. If you believe something why shouldn't you say so? If we are convinced about something our natural response is to say so emphatically. However in practice what is likely to happen if you take a very strong and dogged stance right at the beginning of the interview is that you will antagonise the people in the group who disagree with you and will be unable to carry them with you and convince them of the validity of your argument. We therefore recommend that after you hear the topic you think about it for a minute with an open mind and note down the major issues that come to your mind. Don't jump to any conclusions. Instead arrive at a stand in your own mind after examining all the issues in a balanced manner. Only then begin to speak. And when you do so outline the major issues first and only then state your stand. In other words give the justification first and the stand later. If you were to state your stand first chances are that the others in the group who disagree with your stand will interrupt to contradict you before you can elaborate on the reasons why you have taken that stance. In this situation the evaluator will only get an impression of what you think and not how you think. Remember you are being evaluated on how you think and not what you think. Is it a good strategy to try and be the first speaker on the topic in a GD? In most GD's the opening speaker is the person who is likely to get the maximum uninterrupted airtime. The reason is simple - at the start most other participants in the GD are still trying to understand the basic issues in the topic, or are too nervous to speak and are waiting for someone else to start. Therefore the evaluators get the best chance to observe the opening speaker. Now this is a double edged sword. If the opening speaker talks sense naturally he will get credit because he opened and took the group in the right direction. If on the other hand the first speaker doesn't have too much sense to say, he will attract the undivided attention of the evaluators to his shortcomings. He will be marked as a person who speaks without thinking merely for the sake of speaking. As someone who leads the group in the wrong direction and does not make a positive contribution to the group. So remember speaking first is a high risk high return strategy. It can make or mar your GD performance depending how you handle it. Speak first only if you have something sensible to say. Otherwise keep shut and let someone else start. In an interview how does one handle the question "Tell us about yourself?". An often asked opening question. Perhaps the most frequently asked question across interviews. Your opening statement needs to be a summary of your goals, overall professional capabilities, achievements, background (educational and family), strengths, professional objectives and anything about your personality that is relevant and interesting. This question represents an opportunity to lead the interviewer in the direction you want him to go e.g., your speciality or whatever else you may wish to highlight. Your intention should be to try to subtly convince the interviewers that you are a good candidate, you have proved that in the past, and have a personality that fits the requirement. Remember that the first impression you create will go a long way in the ultimate selection. Keep in mind, most candidates who are asked this question just blurt out their schooling, college, marks and qualifications. All this is already there in the CV. Why tell the interviewer something he already knows? A final word on approaching this question. Once you have said what you have to say - shut up. Don't drone on for the sake of speaking for you just might say something foolish. Sometimes interviewers don't interrupt in order to give the candidate the impression that he

has not spoken enough. This is just a stress inducing tactic. Don't fall for it, if you feel you have spoken enough. In case the pause gets too awkward for you just add something like, "Is there something specific that you wish to know about me?" Is it better to have a longer selection interview or a shorter one? The length of an interview in no way is an indicator of how well an interview went. This is especially so when there are a number of candidates to be interviewed for example in the civil services interview or the MBA entrance interview. In the past a number of candidates have reported varying lengths of interviews. Nothing positive or negative should be read into this. An interview is only a device whereby the panel seeks information about the candidate. Information that will help the panel decide whether or not the candidate should be selected. If the panel feels that it has gathered enough information about the candidate in 15 minutes of the interview commencing and that it has no further questions to ask the interview will be terminated in 15 minutes. If on the other hand the panel takes an hour to gather the information required to take a decision the interview will last for an hour. In either case the decision could be positive or negative. It is a fallacy to believe that interview panels take longer interviews of candidates whom they are more interested in. No panel likes to waste its time. If an interview is lasting longer than usual then it only means that the panel is seeking more information about the candidate in order to take a decision. In the MBA entrance interview how do I justify my decision to pursue the MBA programme? When you are asked this for God's sake don't tell the panel that you are looking for a "challenging job in a good firm with lots of money, status and glamour". That is the first answer that most candidates think of. Unfortunately it is the last answer that will get you admission. In the answer to a direct question on this subject you must convey to the interview panel that you have made a rational and informed decision about your career choice and your intended course of higher study. There are broadly six areas which your answer could touch upon : Career Objectives : You could talk about your career objectives and how the two year MBA programme will help you achieve them. This implies that you have a clear idea of what your career objectives are and how you wish to achieve them. For example you may want to be an entrepreneur and wish to set up your independent enterprise after doing your MBA and then working for a few years in a professionally managed company. You could explain to the panel that the MBA programme will provide you with the necessary inputs to help you run your business enterprise better. But then you must be clear about what the inputs you will receive in the MBA programme are. Value Addition : That brings us to the second area that your answer should touch upon. What is the value you will add to yourself during your two year study of management. Value addition will essentially be in two forms knowledge and skills. Knowledge of the various areas of management e.g. marketing, finance, systems, HRD etc. and skills of analysis and communication. You will find it useful to talk to a few people who are either doing their MBA or have already done it. They will be able to give you a more detailed idea of what they gained from their MBA. Background : Remember, there must be no inconsistency between your proposed study of management and your past subject of study or your past work experience. If you have studied commerce in college then management is a natural course of higher studies. If you are an engineer this is a tricky area. You must never say that by pursuing a career in management you will be wasting your engineering degree. Try and say that the MBA course and your engineering degree will help you do your job better in the company that you will join. But then you should be able to justify how your engineering qualification will help. Opportunities and Rewards : You could also at this stage mention the opportunities that are opening up in organizations for management graduates. Highlight with examples. At the end you may mention that while monetary rewards are not everything they are also important and MBAs do get paid well. You must not mention these reasons as your primary motivators even if that may be the ase. Group discussion is an integral part of the selection procedure followed by reputed B-Schools in India and abroad. GD or Group Discussion is generally a formal discussion session where ten to twelve candidates participate to discuss on a given topic. This verbal test is conducted to judge various skills and qualities of the candidates. If you wish to join any of the reputed B-Schools in future then you need to qualify the group discussion session. Here are some group discussion tips that would help you come out with flying colors. Group Discussion Tips The job of the examiners present there in the session is to keep an eye on the proceedings and judge the abilities of the candidates as well. Unlike the examiners, your duty is to impress the panel members with your excellent group discussion skills. Here are some basic tips that would help you do well in the group discussion session. 1. Try to keep your calm and never shout at the top of your voice. You should also see to the fact that the group is hearing your ideas. You will have to bring out your chance to speak and also let others speak. 2. You will have to be assertive to make a mark in the group discussion session. 3. Try to practice GD sessions as much as possible at home with friends or family members before appearing for the final round. This would help you earn confidence. 4. You will have to make a meaningful contribution and for that prior preparation is quite essential. You should be a good communicator and well aware of the current affairs. 5. Candidates with good reasoning ability are sure to get through the verbal test. 6. You need to be flexible and open to ideas put forward by other participants.

New ideas by participants are highly appreciated by the panel members. So it won t be a bad idea to present your new ideas and perspectives. A GD is a methodology used by an organization to gauge whether the candidate has certain personality traits and/or skills that it desires in its members. In this methodology, the group of candidates is given a topic or a situation, given a few minutes to think about the same, and then asked to discuss the it among themselves for 15-20 minutes. Freshersworld.com brings you an elaborate section for GD as you had ever seen anywhere else.
Some of the personality traits the GD is trying to gauge may include :Ability to work in a team Communication skills Reasoning ability Leadership skills Initiative Assertiveness Flexibility Creativity Ability to think on ones feet Why GDs: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. Company's Perspective:Companies conduct group discussion after the written test so as to check on your interactive skills and how good you are at communicating with other people. The GD is to check how you behave, participate and contribute in a group, how much importance do you give to the group objective as well as your own, how well do you listen to viewpoints of others and how open-minded are you in accepting views contrary to your own. The aspects which make up a GD are verbal communication, non-verbal behavior, conformation to norms, decision-making ability and cooperation. You should try to be as true as possible to these aspects.

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How to Face GD
A group discussion consists of: 1. Communication Skills 2. Knowledge and ideas regarding a given subject 3. Capability to co-ordinate and lead 4. Exchange of thoughts 5. Addressing the group as a whole 6. Thorough preparations Communication Skills The first aspect is one's power of expression. In a group discussion, a candidate has to talk effectively so that he is able to convince others. For convincing, one has to speak forcefully and at the same time create an impact by his knowledge of the subject. A candidate who is successful in holding the attention of the audience creates a positive impact. It is necessary that you should be precise and clear. As a rule evaluators do not look for the wordage produced. Your knowledge on a given subject, your precision and clarity of thought are the things that are evaluated. Irrelevant talks lead you nowhere. You should speak as much as necessary, neither more nor less. Group discussions are not debating stages. Ability to listen is also what evaluators judge. They look for your ability to react on what other participants say. Hence, it is necessary that you listen carefully to others and then react or proceed to add some more points. Your behavior in the group is also put to test to judge whether you are a loner or can work in a group. You should be able to convey your thoughts satisfactorily and convincingly before a group of people. Confidence and level headedness in doing so is necessary. These add value to your presentation. In case you are not good at it, you might gain by joining an institute that offers specialized courses in public speaking. For instance, British Council Division's English Language Teaching Centre offers a wide range of courses like conversation skills, business communication skills, business writing, negotiation skills and presentation skills. Mostly people attend these courses to improve their communication skills. Students here are involved in activities which use communication skills and teachers provide inputs, monitor and facilitate the classes. The course at the Centre makes you confident enough to speak before people without any nervousness.

Knowledge and Ideas Regarding a Given Subject Knowledge of the subject under discussion and clarity of ideas are important. Knowledge comes from consistent reading on various topics ranging from science and technology to politics. In-depth knowledge makes one confident and enthusiastic and this in turn, makes one sound convincing and confident. Leadership and Coordinating Capabilities The basic aim of a group discussion is to judge a candidate's leadership qualities. The examiner withdraws and becomes a silent spectator once the discussion starts. A candidate should display tactfulness, skill, understanding and knowledge on varied topics, enterprise, forcefulness and other leadership qualities to motivate and influence other candidates who may be almost equally competent. Exchange of Thoughts A group discussion is an exchange of thoughts and ideas among members of a group. These discussions are held for selecting personnel in organisations where there is a high level of competition. The number of participants in a group can vary between 8 and 15. Mostly a topic or a situation is given to group members who have to discuss it within 10 to 20 minutes. The purpose is to get an idea about candidates in a short time and make assessments about their skills, which normally cannot be evaluated in an interview. These skills may be team membership, leadership skills, listening and articulation skills. A note is made of your contributions to the discussion, comprehension of the main idea, the rapport you strike, patience, assertion, accommodation, amenability, etc. Body language and eye contact too are important points which are to be considered. Addressing the Group as a Whole In a group discussion it is not necessary to address anyone by name. Even otherwise you may not know everyone's names. It better to address the group as a whole. Address the person farthest from you. If he can hear you everyone else too can. Needless to add, as for the interview, attend the group discussion in formal dress. The language used should also be formal, not the language used in normal conversations. For instance, words and phrases like "yar", "chalta hai", "CP", "I dunno", etc. are out. This is not to say you should use a high sounding, pedantic language. Avoiding both, just use formal, plain and simple language. Hinglish, (mixture of Hindi and English) should be discarded. Confidence and coolness while presenting your viewpoint are of help. See that you do not keep repeating a point. Do not use more words than necessary. Do not be superfluous. Try to be specific. Do not exaggerate. Thorough Preparation Start making preparations for interview and group discussions right away, without waiting till the eleventh hour, this is, if and when called for them. Then the time left may not be adequate. It is important to concentrate on subject knowledge and general awareness. Hence, the prime need for thorough preparation. Remember, the competition is very tough. Only 460 candidates make it to the final list from 2.75 lakh civil service aspirants each year. It may so happen that you are called for interviews and group discussions from three or four organizations but are not selected by any. The reason obviously lies in your not being well-prepared. In a group discussion you may be given a topic and asked to express your views on it. Or in a case study GD, students have to read a case study and suggest ways of tackling the problem. For this you should have a good general knowledge, need to be abreast with current affairs, should regularly read newspapers and magazines. Your group behaviour and communication skills are on test, i.e. how you convince the others and how clearly you are able to express your points of view. You should be articulate, generate ideas, not sound boring, should allow others to speak, and adopt a stand on a given subject. During the course of the GD this stand can even be changed, giving the impression that you are open to accommodate others' viewpoints. Additional marks may be given for starting or concluding the discussion. Points to Remember

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Knowledge is strength. A candidate with good reading habits has more chances of success. In other words, sound knowledge on different topics like politics, finance, economy, science and technology is helpful. Power to convince effectively is another quality that makes you stand out among others. Clarity in speech and expression is yet another essential quality. If you are not sure about the topic of discussion, it is better not to initiate. Lack of knowledge or wrong approach creates a bad impression. Instead, you might adopt the wait and watch attitude. Listen attentively to others, may be you would be able to come up with a point or two later. A GD is a formal occasion where slang is to avoided. A GD is not a debating stage. Participants should confine themselves to expressing their viewpoints. In the second part of the discussion candidates can exercise their choice in agreeing, disagreeing or remaining neutral. Language use should be simple, direct and straight forward. Don't interrupt a speaker when the session is on. Try to score by increasing your size, not by cutting others short. Maintain rapport with fellow participants. Eye contact plays a major role. Non-verbal gestures, such as listening intently or nodding while appreciating someone's viewpoint speak of you positively.

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Communicate with each and every candidate present. While speaking don't keep looking at a single member. Address the entire group in such a way that everyone feels you are speaking to him or her

Do's Be as natural as possible. Do not try and be someone you are not. Be yourrself. A group discussion is your chance to be more vocal. The evaluator wants to hear you speak. Take time to organize your thoughts. Think of what you are going to say. Seek clarification if you have any doubts regarding the subject. Don't start speaking until you have clearly understood and analyzed the subject. Work out various strategies to help you make an entry: initiate the discussion or agree with someone else's point and then move onto express your views.

Opening the discussion is not the only way of gaining attention and recognition. If you do not give valuable insights during the discussion, all your efforts of initiating the discussion will be in vain. Your body language says a lot about you - your gestures and mannerisms are more likely to reflect your attitude than what you say. Language skills are important only to the effect as to how you get your points across clearly and fluently. Be assertive not dominating; try to maintain a balanced tone in your discussion and analysis. Don't lose your cool if anyone says anything you object to. The key is to stay objective: Don't take the discussion personally. Always be polite: Try to avoid using extreme phrases like: `I strongly object' or `I disagree'. Instead try phrases like: `I would like to share my views on ' or `One difference between your point and mine ' or "I beg to differ with you" Brush up on your leadership skills; motivate the other members of the team to speak (this surely does not mean that the only thing that you do in the GD is to say "let us hear what the young lady with the blue scarf has to say," or "Raghu, let us hear your views" - Essentially be subtle), and listen to their views. Be receptive to others' opinions and do not be abrasive or aggressive. If you have a group of like-minded friends, you can have a mock group discussion where you can learn from each other through giving and receiving feedback. Apart from the above points, the panel will also judge team members for their alertness and presence of mind, problemsolving abilities, ability to work as a team without alienating certain members, and creativity Here's a list of the most common mistakes made at group discussions: y Emotional outburst Rashmi was offended when one of the male participants in a group discussion made a statement on women generally being submissive while explaining his point of view. When Rashmi finally got an opportunity to speak, instead of focussing on the topic, she vented her anger by accusing the other candidate for being a male chauvinist and went on to defend women in general. What Rashmi essentially did was to Deviate from the subject Treat the discussion as a forum to air her own views. Lose objectivity and make personal attacks. Her behaviour would have been perceived as immature and demotivating to the rest of the team. y Quality Vs Quantity Gautam believed that the more he talked, the more likely he was to get through the GD. So, he interrupted other people at every opportunity. He did this so often that the other candidates got together to prevent him from participating in the rest of the discussion. Assessment is not only on your communication skills but also on your ability to be a team player. Evaluation is based on quality, and not on quantity. Your contribution must be relevant. The mantra is "Contributing meaningfully to the team's success." Domination is frowned upon. y Egotism Showing off Krishna was happy to have got a group discussion topic he had prepared for. So, he took pains to project his vast knowledge of the topic. Every other sentence of his contained statistical data - "20% of companies; 24.27% of

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parliamentarians felt that; I recently read in a Jupiter Report that..." and so on so forth. Soon, the rest of the team either laughed at him or ignored his attempts to enlighten them as they perceived that he was cooking up the data. Exercise restraint in anything. You will end up being frowned upon if you attempt showing-off your knowledge. Facts and figures need not validate all your statements. Its your analysis and interpretation that are equally important - not just facts and figures. You might be appreciated for your in-depth knowledge. But you will fail miserably in your people skills. Such a behavior indicates how self-centered you are and highlights your inability to work in an atmosphere where different opinions are expressed. Get noticed - But for the right reasons Srikumar knew that everyone would compete to initiate the discussion. So as soon as the topic - "Discuss the negative effects of India joining the WTO" - was read out, he began talking. In his anxiety to be the first to start speaking, he did not hear the word "negative" in the topic. He began discussing the ways in which the country had benefited by joining WTO, only to be stopped by the evaluator, who then corrected his mistake. False starts are extremely expensive. They cost you your admission. It is very important to listen and understand the topic before you air your opinions. Spending a little time analyzing the topic may provide you with insights which others may not have thought about. Use a pen and paper to jot down your ideas. Listen! It gives you the time to conceptualize and present the information in a better manner. Some mistakes are irreparable. Starting off the group discussion with a mistake is one such mistake, unless you have a great sense of humor. Managing one's insecurities Sumati was very nervous. She thought that some of the other candidates were exceptionally good. Thanks to her insecurity, she contributed little to the discussion. Even when she was asked to comment on a particular point, she preferred to remain silent. Your personality is also being evaluated. Your verbal and non verbal cues are being read. Remember, you are the participant in the GD; not the evaluator. So, rather than evaluating others and your performance, participate in the discussion. Your confidence level is being evaluated. Decent communication skills with good confidence is a must to crack the GDs. Focus on your strengths and do not spend too much time thinking about how others are superior or inferior to you. It is easy to pick up these cues from your body language. Knowledge is strength. A candidate with good reading habits has more chances of success. In other words, sound knowledge on different topics like politics, finance, economy, science and technology is helpful. Power to convince effectively is another quality that makes you stand out among others. Clarity in speech and expression is yet another essential quality. If you are not sure about the topic of discussion, it is better not to initiate. Lack of knowledge or wrong approach creates a bad impression. Instead, you might adopt the wait and watch attitude. Listen attentively to others, may be you would be able to come up with a point or two later. A GD is a formal occasion where slang is to avoided. A GD is not a debating stage. Participants should confine themselves to expressing their viewpoints. In the second part of the discussion candidates can exercise their choice in agreeing, disagreeing or remaining neutral. Language use should be simple, direct and straight forward. Don't interrupt a speaker when the session is on. Try to score by increasing your size, not by cutting others short. Maintain rapport with fellow participants. Eye contact plays a major role. Non-verbal gestures, such as listening intently or nodding while appreciating someone's viewpoint speak of you positively. Communicate with each and every candidate present. While speaking don't keep looking at a single member. Address the entire group in such a way that everyone feels you are speaking to him or her

So what if you are not a mountaineer. Or a keen hiker. You still cannot treat your interview like a careless morning trot along a jogger's path. Your jaw-jaw at the interview table is nothing less than a cautious climb up a mountain trail--which begins around your early childhood and meanders through the years at the academia before reaching a new summit in your career. And as you retrace your steps down memory lane make sure that you post flags at important landmarks of your life and career, so that you can pop them before the interview panel scoops them out of you. You don't want to be at the receiving end, do you? Face the panel, but don't fall of the chair in a headlong rush-and-skid attempt to tell your story. Take one step at a time. Here are a few preparation tips from the Team of Freshersworld.com that books on interviews sometimes overlook. Remember, as a fresher you do not have anything to loose but to gain.

TYPICAL QUESTIONS THAT AN INTERVIEWER WOULD ASK 1.Tell me about yourself The most often asked question in interviews. You need to have a short statement prepared in your mind. Be careful that it does not sound rehearsed. Limit it to work/Study-related items unless instructed otherwise. Talk about things you have done well at your college and how you wanted to perform in the first job. 2. Why Should We Employ You? For this question, your answer should list out strengths that you feel are relevant to the job. Given below are some answers which could help you with your answers. However, structure them to suit your requirements. I have good co-ordination skills Good analytical skills I can persuade people to see my point of view, and get the work done My greatest asset is my ability to motivate people Even during emergencies, I do not loose my cool I have good entrepreneurial skills I have consistently met my deadlines and targets Can say no to people when required to do so! I am very co-operative with my sub-ordinates, and would like to see them grow I am a good team player I am very flexible, and have the ability to work hard under difficult work conditions I have the experience and knowledge relevant to this job (Here, give appropriate details and examples) 3. Do You Have Offers From Other Companies ? This is of course a difficult question to answer. Obviously, you must have applied to other companies if you are looking for a job or would have some offers from other companies already. Therefore, do not lie that you have not. However, you are on thin ice here! The interviewer could be checking your honesty. On the other hand, he/she may also be trying to find out how focused you are - are you applying randomly, or is there a well-planned strategy? Whatever your answer, it should match your career goals. 4. What Salary Are You Expecting? Try not to get into salary details early in the interview. If pressed, you could say that it all depends on the job, and would like to talk about it after a job offer. Say this in a convincing tone. In case you are asked this question in your latter interviews, give a direct answer. Do not sound apologetic while quoting the figure you have in mind. SALARY EXPECTATIONS : 1. How much do you expect? If you have done your homework, you would know how much other people in similar jobs are paid. Quote the range upfront. 2. How much do you think you are worth? Work out how much you should be paid, given the market value of the job and your skills. If you can bring some extra skills to the table, do not hesitate to ask for more than the market value. 3. What kind of a culture are you comfortable with? It is better to be frank about your preferences. Your interviewer will get a clear idea about your expectations. 4. Which is more important to you-salary, perks or growth opportunities? This one will reveal the real you. So be sure what you are going to say. Above all, be true to yourself. If you think this is a negotiation move, then say clearly that you will never sell yourself short. 5. What do you know about our company? Do not give your opinions about the company. Stick to reported facts that you have gathered from newspapers and so on. Talk about the product portfolio, size, income, and market perceptions of the company. Also it is better to refer details about each company before going for the interview from Freshersworld.com or PlacementWeek.com 6. Why should we choose you over someone else? Talk clearly about problems that you have solved in your College/Project Team and highlight the quality required. 6. Your qualifications are excellent, but you may be overqualified for the position we have to offer? Point out that more experience can never be a drawback. If you are multi-skilled, then highlight the fact that a company on the fast-track needs multi-skilled people. It needs people within different departments to work together. Also emphasise that the company's future growth will be an exponential function of your experience.

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QUESTIONS YOU SHOULD ASK : Interviewers usually round off by giving you an opportunity to ask questions. Treat it like a welcome opportunity. You could ask questions like. a) Tell me about your company. b) Now that I have outlined my career goals, do you think you can offer me the opportunities I need? c) What kind of training and learning can I expect in your company? d) Describe the work culture and the management style of your company? e) What is the long-term vision of your company? As a fresher, current position and status can impact the way you are interviewed. Fresh Out of College The basis on which you will be judged is your academic background, family background, and interests. If looking for your first job, ensure that your previous experience, even if it is part-time, is noticed. Mention projects or responsibilities you may have undertaken. This will indicate your area of aptitude. You should be willing to put in regular hours, in line with the company's policies. The interviewer needs to know whether you can be punctual and put in full-time work. In case you have applied for the post of management trainee, you should display an ability to adapt, and indicate allround interests. Moreover, you should have good interpersonal skills. You should be enthusiastic to learn, and show commitment towards the organization, as the company will be spending a lot on your training. Bring with you : a) Copies of your resumes b) References and letters of recommendations. First Impressions : There is a common saying that minds are made up within the first 5 minutes of an interview. So keep in mind these important first impression indicators. Walk in the door as if you already work there, carry yourself as though you feel perfectly comfortable with the situation. Arrive on time or a little early. In the waiting area, politely tell the receptionist who you are meeting and in a friendly way, ask where you should sit. Take slow, deep breaths to help you remain calm and focused. When introduced to the interviewer, have a firm, but not painful, handshake. Smile. Have good posture when sitting or standing. Introduce yourself in a relaxed, confident manner. Have a well-groomed, professional appearance. Project a feeling of confidence. Bring extra copies of your resume, some thing to write on and something to write with. Enter into a state of relaxed concentration. This is the state from which great basketball players or Olympic skaters operate. You'll need to quiet the negative self chatter in your head through meditation or visualization prior to sitting down in the meeting. You'll focus on the present moment and will be less apt to experience lapses in concentration, nervousness, self-doubt and self-condemnation. Act spontaneous, but be well prepared. Be your authentic self, professional yet real. Engage in true conversation with your interviewer, resting on the preparation you did prior to coming to the meeting. Conduct several trial runs with another person simulating the interview before it actually occurs. It's the same as anticipating the questions you'll be asked on a final exam. Set goals for the interview. It is your job to leave the meeting feeling secure that the interviewer knows as much as he or she possibly can about your skills, abilities, experience and achievements. If you sense there are misconceptions, clear them up before leaving. If the interviewer doesn't get around to asking you important questions, pose them yourself (diplomatically) and answer them. Don't leave the meeting without getting your own questions answered so that you have a clear idea of what you would be getting yourself into. If possible, try to get further interviews, especially with other key players. Know the question behind the question. Ultimately, every question boils down to, "Why should we hire you?" Be sure you answer that completely. If there is a question about your meeting deadlines, consider whether the interviewer is probing delicately about your personal life, careful not to ask you whether your family responsibilities will interfere with your work. Find away to address fears if you sense they are present. Follow up with an effective "thank you" letter. Don't write this letter lightly. It is another opportunity to market yourself. Find some areas discussed in the meeting and expand upon them in your letter. Writing a letter after a meeting is a very minimum. Standing out among the other candidates will occur if you thoughtfully consider this follow up letter as an additional interview in which you get to do all the talking. Propose useful ideas that demonstrate your added value to the team. Consider the interviewer's agenda. Much is on the shoulders of the interviewer. He or she has the responsibility of hiring the right candidate. Your ability to do the job will need to be justified. "Are there additional pluses here?" "Will this person fit the culture of this organization?" These as well as other questions will be heavily on the interviewer's mind. Find ways to demonstrate your qualities above and beyond just doing the job. Expect to answer the question, "Tell me about yourself." This is a pet question of prepared and even unprepared interviewers. Everything you include should answer the question, "Why should we hire you?" Carefully prepare your answer to include examples of achievements from your work life that closely match the elements of the job before you. Obviously, you'll want to know as much about the job description as you can before you respond to the question. Watch those nonverbal clues. Experts estimate that words express only 30% to 35% of what people actually communicate; facial expressions and body movements and actions convey the rest. Make and keep eye contact. Walk and sit with a confident air. Lean toward an interviewer to show interest and enthusiasm. Speak with a well-modulated voice that supports appropriate excitement for the opportunity before you. Be smart about money questions. Don't fall into the trap of telling the interviewer your financial expectations. You may be asking for too little or too much money and in each case ruin your chances of being offered the job. Instead, ask what salary range the job falls in. Attempt to postpone a money discussion until you have a better understanding of the scope of responsibilities of the job.

Don't hang out your dirty laundry. Be careful not to bare your soul and tell tales that are inappropriate or beyond the scope of the interview. State your previous experience in the most positive terms. Even if you disagreed with a former employer, express your enthusiasm for earlier situations as much as you can. Whenever you speak negatively about another person or situation in which you were directly involved, you run the risk (early in the relationship) of appearing like a troubled person who may have difficulty working with others.

Six Common Interview Mistakes

AVOID SIX COMMON INTERVIEW MISTAKES Tip # 1: Don't discuss pay too early As the manager of a software store for 10 years, I can honestly say that questions about pay in the first interview from anyone other than a temporary applicant always bothered me a little. Temp jobs aside, if you are not really out there just for the money, asking this question right out of the gate is going to make any other questions you ask sound conniving and insincere. Unless the subject comes up, don't wade into the issue of the pay in the first interview. You can talk about it after you impress the employer enough for a second interview. Tip # 2: Talk tech to techies only Feel free to discuss what you know, but remember: If you are talking to a nontechnical manager or human resources representative, you are not going to impress them with talk about life in the trenches. My previous supervisor was totally unimpressed with anything to do with technology. A sure way to put the man to sleep was to begin any story that had to do with computers. When I interviewed for a previous position, the department manager actually had a technically savvy person participate in the interview to ask and respond to questions she would not understand. When I saw this tactic being used, I knew it was not a time to try to impress with a lot of techno babble. Answer questions about your work history briefly and keep the tech comments to a minimum until you know the history of the company and the people involved in the hiring process. If you have questions about the technology in use at the site, keep your questions specific and relevant to the position for which you are applying. Tip # 3: Keep your philosophy to yourself If you hate Bill Gates, Windows XP, and the whole Office Suite, keep it to yourself. Ranting about your tech philosophy can ruin your chances at the position. I once interviewed a young man for a retail sales position in a software store. When I asked about his opinion of the then-new Windows 98, the applicant ranted about "the revolution of UNIX" and loosening the grip of Microsoft on the PC market. I am not exaggerating; the man sounded like he was ready to sign on to a paramilitary group. I almost didn't have the heart to tell him my company was a Value Added Reseller for Microsoft. Chances are, you will work with many people who need your help with one of the Microsoft products, so you don't want to blast the tools you will likely be using and supporting. If you are asked about how you feel about a product, be honest, but don't preach. The interviewer probably just wants to see how you respond to such questions. Tip # 4: Don't climb the advancement ladder in the interview If you are joining the ranks of a new company, the last thing the interviewer wants to hear is, "How fast can I get out of this job?" Do not ask about opportunities for advancement until the second or third interview. If you are joining a company just to advance into another position, silence is golden. Keep it to yourself unless the interviewer asks or unless it is somehow already known that you'll be advancing quickly. Remember that what you say now can come back to haunt you later. You don't want to brag to someone who might be under your wing after a promotion. Further, you never know what may happen if you actually get the job. Learn to accept and adapt and, above all, be happy you have a job. Due to downsizing, a former coworker of mine did not move into the network administration position she wanted and was expecting to get. The bitterness fostered by her broken expectations eventually caused her to resign. In the tight job market of the time-similar to the one now-and with her lack of certified qualifications, she ended up seeking work at a local restaurant. Tip # 5: Avoid the dreaded electronic interruption Cellular phone and pager etiquette might seem a trivial thing to those that are hooked up, but you can kiss any job opportunity goodbye if you interrupt an interview to take a telephone call, especially if the human resources representative has a low tolerance for personal digital devices. Only if you are exchanging information by invitation should you reveal the fact that you carry a PDA. If you wear it on a belt loop or somewhere that is exposed, lose it, along with any other electrical device hooks and loops, and store them in pocket, purse, or briefcase. If you can't spare the time away from the rest of the world to do an interview, why are you applying for the job? I have conducted training classes with people who, when asked to turn off their phones and pagers during class, place their devices in silent mode. When giving a lecture to a class or holding a discussion, watching a person being silently buzzed is terribly distracting and also aggravating. If you think getting rid of electronic communications devices isn't important, just ask any human resources rep who has had a

person answer a cellular phone during a job interview. Then ask if the person got the job. Tip # 6: Remember to say thank you Beyond thanking your interviewers for their time as you leave, it's vital that you follow up in written form. If the competition for a position is tight, a follow-up thank you note can mean a lot. If the manager is slow to hire, the arrival of a thank-you note can serve as a reminder about the candidate who's awaiting the manager's next move. Just after you've completed the interview, take note of anything specific you discussed and make a point of referencing it in your thank you letter. Even a nice greeting card is better than nothing. It may seem like a small detail, but the experts will tell you that this tried-and-true tactic really makes an impact. A coworker of mine, who successfully worked as a job coach, used to keep a stack of generic notes in her desk. When a participant in her program applied for a job somewhere, she would give the person one of these notes to have them drop in the mail on the way home. Interviewers use five different types of questions - directive, non-directive, hypothetical, behavior descriptive, and stress. Being aware of the different types can help you in the preparation stage as you build your skills inventory. It may also help you focus in on exactly what is being asked and what the employer is looking for in specific questions. Directive Questions The interviewer determines the focus of your answer. The information that the interviewer wants is very clear. If you have completed the research on yourself, this type of question should be easy to answer. Example: "What skills do you have that relate to this position?" "I have very good communication and interpersonal skills that I have refined through several summer and part-time jobs working with the public. In addition, I am fluent in both English and French." Non-Directive Questions You determine the focus of your answer. The interviewer asks a general question and does not ask for specific information. The most common non-directive question is "Tell me about yourself." When answering the question, keep in mind that the employer is interested in knowing how your background and personality qualify you for the job. In your answer, you should cover four areas: your education, related experience, skills and abilities, and personal attributes. As you talk about these areas, relate them to the job you are seeking. Decide what your response will be before starting to speak, this helps to keep responses concise. Example: " Tell me about yourself." "I have a Bachelor of Arts Degree in Psychology, and have recently completed the course in Volunteer Management through the Volunteer Center of Winnipeg. These have given me a strong background in many of the principles of human behavior and the recruitment, training, and supervision of volunteers. I have experience in working with young adults in a helping capacity, both through my position as a Peer Advisor at the University of Manitoba, and as a camp counselor at a camp for behaviorally troubled adolescents. Both of these positions involved individual counseling, facilitating discussion groups, and teaching young people about health issues - all of which relate directly to the services which I would be training volunteers to provide within your organization. In addition, I thoroughly enjoy working with young people, and can establish rapport with them easily." Hypothetical or Scenario Questions When asking a hypothetical question, the interviewer describes a situation, which you may encounter in the position and asks how you would react in a similar situation. This is a good way to test problem-solving abilities. When answering this type of question, try applying a simple problem solving model to it gather information, evaluate the information, priories the information, seek advice, weigh the alternatives, make a decision, communicate the decision, monitor the results and modify if necessary. Example: "Suppose you are working your first day in our laboratory, and a fire at a nearby work station breaks out. What would you do?" "Before I start working in any laboratory, I always locate the emergency equipment, such as eye washes, fire blankets and alarms. I would also review the safety protocols. So in this situation, I would be aware of these. As soon as I noticed the fire, I would shut down my experiment and if the fire is significant, I would pull the firm alarm and help to evacuate the lab. In the case of very small flame, I would ask the staff member at the station what I could do to help, Which would vary with the type of substances involved.

Behavior Descriptive or Behavioral Questions This type of question is becoming increasingly popular in interview situations. It asks what you did in a particular situation rather than what you would do. Situations chosen usually follow the job description fairly closely. Some employers feel that examples of past performance will help them to predict future performance in similar situations. There is no right or wrong answer to this type of question, but keep in mind that you should relate the answer to the position. If you are interviewing for a research position, talk about a research project you completed. Example: "Give me an example of a work situation in which you were proud of your performance." "While working as a sales representative for XYZ Company for the summer, I called on Prospective clients and persuaded them of the ecological and economic benefits of Recycling. I also followed up on clients to ensure that they were satisfied with the service They received. This involved both telephone and in-person contacts. I increased sales 34% over the same period in the previous year." When preparing for this type of questioning, it is crucial that you review the skills and qualities that the position would require and identify specific examples from your past which demonstrated those traits. Stress Questions Some questions will surprise you and possibly make you feel uncomfortable during an interview. For Example:" Which do you prefer, fruits or vegetables?" There are many reasons why an interviewer might ask such questions. They may want to see how you react in difficult situations, or they may simply be trying to test your sense of humor. Such questions may directly challenge an opinion that you have just stated or say something negative about you or a reference. Sometimes they ask seemingly irrelevant questions such as, "If you were an animal, what type of animal would you be?" The best way to deal with this type of question is to recognize what is happening. The interviewer is trying to elicit a reaction from you. Stay calm, and do not become defensive. If humour comes naturally to you, you might try using it in your response, but it is important to respond to the question. What you say is not nearly as important as maintaining your composure. Example: "Which do you like better, Lions or Tigers?" "Oh, lions definitely. They appear so majestic and are very sociable. To be honest, I think that seeing The Lion King four times has probably Way Of Answering strategies: answering question basic some mind in keep you if effectively respond to easier it find will asked, are of type what Regardless You can never predict every question that you will encounter, so approach the interview with an inventory of important points. Make a list of the points about yourself that you want the interviewer to know. For example, if you were to apply for a job as a Sales Representative, you might want to list the products you have sold before, types of customers (by industry, age, etc.), languages spoken, personal experience in that industry and related knowledge (perhaps from your academic program). Consider each question an opportunity to provide some of this information. Don't assume anything. You will be evaluated on your answers, not your resume. Therefore, ensure you incorporate the relevant information from your resume in your answers. Pause a couple of seconds before you respond to each question, even if you know exactly what you want to say. Take this time to quickly plan your answer, this helps to avoid misunderstandings and produces much more concise answers. If you don't understand a question, ask for clarification. This is expected and is preferable to providing an unsuitable answer. If you need time to collect your thoughts - take it. When people are nervous they tend either to "draw a blank" or to babble. It is better to think for a few moments and make sure that your answer is doing you justice and that there is a point to what you are saying. Always expand. Never answer a question with a "yes" or "no." The interview is an opportunity for you to sell yourself. Don't be afraid to 'blow your own horn.' As long as you can back up what you are saying with examples which demonstrate that what you are saying is true, you are not bragging. Third party observations can also be mentioned. For example, "My last employer told me that I was promoted because of how I handled conflicts with clients." Be very positive. Don't complain about anything - from your former employer to the weather - and don't apologize for experience that you don't have. Just sell what you do have and let the employer decide if you have what he/she is looking for.

Also, avoid negative words. For example, you would not say "I have a little experience...," you would say "I have experience......" Don't be afraid to repeat important points. In fact, it is a good idea to do this. Hone your interview etiquette................ Churn the right mix of deportment, attitude and dressing skills for a great job talk ! Never make the big mistake of treating an interview lightly. It's not an impromptu thing where you depend on your improvisation skills. An interview requires careful thought and planning before you take it. Keeping in mind some basic attitudes and presentation techniques will help you sail through it with panache. So if you thought that going for an interview just meant pulling your best suit out of the wardrobe and updating your resume, please think again. You are forgetting the other essentials: body language, basic etiquette and attitude. Remember that you are actually selling an entire package and the packaging, in this case, is as relevant as the product inside. Ultimately you are presenting yourself as a valuable professional to a new job environment. And you can't do that without minding the basic interview etiquette to get you ahead of the rest of the pack. An interview is the sum total of many parts. It's not just what you say but how you say it that matters equally. So it's good to brush up on more than just your training skills when you do go in for an interview. ATTIRE How you dress for an interview is perhaps as relevant as the way you lay out your resume. Says Nina Kochar of Upgrade Management Services, an organization which coaches' executives in the basic rules of corporate etiquette: "A person who is sloppy in appearance shows a sloppy personality, so you have to be decently dressed." Of course, decently dressed does not necessarily mean being dressed to the gills. In most cases, this would mean you would wear long sleeved shirts and a pair of formal trousers. In fact, Nina Kochar does not recommend suits, especially for younger people. "A lot of young people do not have the money to invest in suits, consequently, they wear ill-fitting or borrowed suits and that looks even worse. A tie, shirt and pant should do the trick for most junior level positions." Most HR experts would also tell you to mind the accessories like ties, belts and shoes. To be sure, badly matched shoes and ties can have a jarring effect on an interviewer. Similarly, please avoid heavy Jewellery or personal accessories as they would look incongruous on you. ENTRANCE AND INTRODUCTION Even though most of us are primed for the basic grilling that we would face during the interview, we seldom pay attention to the way we enter an interview room or how we introduce ourselves. Says Subhashish Mitra, deputy manager, Essar Cellphones: "A lot of people do not think it important to knock properly while entering the interview room. They assume that as an interview is taking place, the panel will be expecting them. To my mind this is a very major faux pas which really jars." In fact, the best way to enter an interview is to knock, ask for permission to enter and then wait for a while before you actually sit down. Few interviewees know this but the interview panel needs a little quiet time to discuss the previous candidate before they get around to the next one. So your silence till you actually get seated would be very valuable. Try and keep a bag with you for all your papers and certificates; make sure this bag is an unobtrusive as possible. ATTITUDE AND RESPONSE This is a grey area for most interview candidates. While dressing up and resume writing are skills you can Go for a mock exercise before the real talk at the job table handle with a little practice, cultivating the right attitude as an interviewee requires a lot of patience and reading between the lines. The usual complaint of most interviewers is that few interviewees are able to stri perhaps the best thing you can do for getting your answer right. Most interviewers like to give a lead to the candidate in the way they ask the question, so it's entirely up to you to note facial expressions and the tone of the words. Do you show your certificates immediately to the interview panel? Not till you are asked actually. You might already have sent in your resume, so you shouldn't try and offload all your achievements and skills onto the panel till a turn in the interview leads to such a situation.

Try and take cues form the tonal variations, facial expressions and thrust of questions from the interview panel. That in itself will give you a clue as to where this interview is heading. TEN THINGS THAT AN INTERVIEWER LOOKS IN YOU! 1. Family Background 2. Education 3. Experience 4. Stability 5. Initiative 6. General Ability 7. Interpersonal Skills 8. Confidence 9. Aptitude 10. Pleasant Looks How one wished that an interview were a simple meeting of minds and hearts. Just one casual meeting where an employee's future gets sealed. Unfortunately, it's not something as pre-ordained as you would like it to be; it's a pre-meditated exercise which fetches you dividends only if your homework is done right.

Seven Commandments for Success in Campus Interviews :

Campus Interview Hmm is what one looks forward to with enthusiasm, fear and excitement towards the beginning of the final year . For some it's a make or break, atleast that's the way it's looked at and for some it's a matter of pride. The constant thought in one's mind is - what shall make this click! What is it that the interviewer is looking in me! Here's what we look for when we visit the various campuses. This by no means is an exhaustive list but is a good indication of the expectations and the mean s to meet these. Freshersworld.com present you the 7-Commandments. 1. Know Thyself Not everyone is good in each and every field. Each one of us has our fortes and weaknesses too. But that's not a stumbling block! What we look for are people who know their area of specialization and are an expert in it. Therefore, it pays to be a master in some fields if not the jack of all. The most common mistakes many make is to profess knowing a field of which they know little about. Remember that huge and bulky resumes are as tough to read as they are to make. So, identify your skill set, and keep your resumes simple and straight. Know your limits and polish on your strengths. 2. Testing What You Know and NOT What You Don't. Many interviewers may ask the student the subjects that she/he wishes to be interviewed upon. Eureka !! Here's a golden opportunity. Answer this wisely! Never end up choosing a difficult subject that you know only little about, rather choose the one you are most confident of. 3. Rack Your Brain - Analyze The interview is not just limited to testing your knowledge base, but we are also interested in knowing your ability to apply it. Often questions that need to be solved then and there are asked. Now keep in mind - the right answer is not the only thing being looked at. The focus area is also the way in which you attack the problem i.e. approach to problem solving is equally important. So, remember to put your thinking caps on! 4. Ask for Help! Murphy chooses to strike at the appropriate time! In spite of the fact that you may know something very well, it might just slip your mind. After all, heavy preparation does takes its toll. Who better to ask for help than the poser of the question (of course, don't try this too often!)! Remember the interviewer is not there to grill the confidence out of you, but to bring forth the best in. Just in case you are stuck, ask for a hint. Things might just click. Also, stay alert for clues. 5. What are your biggest accomplishments You may like to begin your reply with: "Although I feel my biggest achievements are still ahead of me, I am proud of my involvement withI made my contribution as part of that team and learnt a lot in the process". It will be a good idea to close your answer with also specifying what attributes and circumstances made you succeed. 6. Be Calm, have Clear Verbal and Sound Non-Verbal Communication Calmness shows emotional maturity. True, being calm in a job interview is a difficult proposition, but then that is where it is required! Calmness does not imply being unenthusiastic or apathetic during the interview, but knowing that you are nervous and not letting it come in the way. A clear verbal communication implies clarity of the thought process. One should also watch out for the impressions made in non-verbal communication. Body language and facial expressions can assist you in establishing a good rapport with the interviewer. Pauses, silences and gestures may all indicate what you mean, understand, or would like to emphasize. 7. Two-Way Exchange Process The interview process is a two-way exchange of information. Make sure you also understand about the company, its activities, job requirements. The company is in need for good candidates and you need a good company to launch your career. Interview is an opportunity to present yourself and your skills to your best advantage. Make sure you make the most out of it. And YOU are the best one to do it!! Let's say you are going for an interview tomorrow. You have prepared yourself well for the occasion anticipating the questions and getting ready the answers - but have you given a thought to what you will wear?

If you have not peeked into your wardrobe yet, it's time to take a real hard look now. Your application's fate depends not just on how well you answer the interview questions, but also on how well you project yourself physically. The first impression your interviewer makes about you is based on the way you look, and you know what they say about first impressions. According to Joe Hodowanes, J.M. Wanes and Associates career strategy advisor, "The way a person dresses is the single biggest non-verbal communication you make about yourself." The right dressing is a measure of the seriousness that you place on the position, as a person normally spends time on his looks if he considers an event important enough. "Although proper dressing by itself will not get you the job, a poor dress sense may exclude you from further consideration," warns Gerry Ditching, managing partner of Filgifts.com. Besides, given two equally good applicants, the compan y may choose to hire the person who is dressed more professionally. Here are some tips to give you a headstart.

Men
Long-sleeved shirt and dark slacks. White is still the safest and the best color for shirts. The colour is also appropriate for our tropical weather. Also acceptable: pale shades such as beige, blue, and other pastels. Tuck in the shirt and do not roll up the sleeves. Never wear a short-sleeved shirt to an interview or any business purpose. Wearing a short-sleeved shirt will destroy your executive image. Ties Optional. But if you do wear one, choose a conservative pattern. Solids, small polka dots, diagonal stripes, small repeating shapes, subtle plaids and paisleys are all acceptable. Belts Belts should match your shoes. Those with smaller buckles with squared lines look more professional. Socks Black socks are the best, followed by blue or gray, depending on your attire. Never wear white socks! Check your sock length, too--no skin should show when you sit down or cross your legs. Shoes. Black or burgundy leather shoes with laces on them, because tassel loafers are very casual. Other suitable colors are brown, cordovan and navy. Hair. Keep neat, short and preferably parted on the side. And shave off all those facial hair. Jewellery. Wear no or little jewellery. The watch and wedding ring are the only acceptable pieces of jewellery to go with the male attire. Thin gold or leather-strapped watches look professional but not digital watches. Also, avoid political or religious insignias, necklaces or bracelets. Definitely Accessories. As much as possible, use leather briefcases or folders to hold copies of your resume. Use narrow briefcases and avoid plastic folders and plastic ball pens as they are out of place.

Women
Three-piece business suits, blouse and skirt or slacks, and cardigan twin-sets. Sleeveless shirts should be rejected. Short-sleeved blouses are okay when they are tailor-cut or have features such as a sports collar or double breast design to create a business-like look. Skirts can either be long provided it does not create a Cinderella or barn-dance look or short where it falls no shorter than two inches from the knee. Nothing too revealing, please! Panty-hose or stockings. A must for professional grooming, but nothing with overly fussy patterns. Bring an extra pair, just in case the ones you are wearing run. Shoes. Closed shoes or pumps with at least 1-inch heels suggest a more professional look. Dark colors are best. Hair. Hair longer than shoulder length should be worn up or pulled back. Don't let it fall in front of your face and don't keep trying to fix it during the interview. Avoid large hair ornaments and trendy hairstyles. Make-up. Be subtle; natural is the key word. Light shades of lip coloring and nail polish are recommended. Jewellery. Be conservative. Studs of gold, silver or pearls are best. Do away with gaudy fashion jewelers, and those that clank and make noise when one moves. Accessories. Folders and bags should blend well with the total professional look. Women should match their purse with their shoe colour.

When you are facing a panel of interviewers, make your best moves.
Whether you are searching for jobs, looking for career avenues or climbing the corporate ladder, you can't escape team interviews these days. The problem is that such interviews don't have a pattern to them. They come in different forms. You could be facing your prospective team members. Or you could be up against the top brassHR vice-president, the section head, the operations chief. Or you could also be sent to a recruitment assessment centre for multi-parametric evaluation (psychological tests for pressure-handling abilities, team-player skills and so on). Try these ten tips for surviving, and scoring, in a team interview. GIVE VARIETY TO YOUR ANSWERS Remember you might be interviewed by different panels. Don't give a stock answer to all of them. They'll be comparing notes. Repackage your skills so that they sound different. If you're showcasing project X as your major achievement in your present job before one team, talk about project B before another interview panel. A technical team will tune in to techie talk; an HR team would rather hear about your interpersonal skills. FINE-TUNE INTERPERSONAL SKILLS Pull out the stops on your group management and group presentation skills.Interviewers are people after all. Look for the personality type underscoring each interviewer.Then try and connect with each one of them without getting personal. Usually the best way to make contact is to project values that you feel you can share with your interviewers. DON'T QUAKE IN YOUR BOOTS

Interviewers are not ogres. They are looking for excuses to hire you, not spill your guts. Don't be obsequious. That conveys low self-esteem. If you face your interviewers with fear in your eyes, they won't like what they see. They are NOT sadists. PREPARE FOR STRESS y You'll be up against a time crunch in a team interview. y In one-on-ones, the interviewer might be taking notes, allowing you little breathers. No such luck with four people firing questions at you. Use stress control techniques to soothe your nerves. You might even use the extra adrenaline to sharpen your responses. SHOWCASE THE IMPORTANT THINGS y List seven important things that fit the job description of the advertised post. Prepare to present skills that fit such traits. y It helps to talk to friends familiar with the job description. You can even ask them to prepare tests that you can take from them. REHEARSE WELL y Put together three family members or friends with diverse personality traits. y Recreate the formality of a team interview situation and ask them to fire nonstop questions at you. That will serve as a useful practice session. y Ask for serious feedback, especially about weak areas in your answers. Questions about qualifications and work experience are usually generic, so what your mock team asks you is bound to be pretty close to the real stuff. CREATE A MENTAL PICTURE OF YOURSELF Boost your self-confidence by seeing yourself as star performer who's a cut above. See yourself answering with elan the questions you expect. Then replay your answers and ask yourself these questions: y How interesting were your observations? y Did most of your responses begin the same way? y Did you use 'we' often, suggesting team-player attributes? y Are there traces of humour in your responses? ASK GOOD QUESTIONS y Research is integral to a good interview performance. Find out as much about you can about the company concerned. Browse the Net, check company reports, put together news clips. y Armed with your background brief, ask relevant questions about the company. y If you think you have a bright idea about any ongoing activity, try this: "Did the company consider this option ..." LOOK BEYOND THE OBVIOUS y Your interview team has some core queries about you. It's these they want you to address. Try and look beyond the upfront questions to decipher their exact intent. Then respond to fill in what the team is really looking for. y Flesh out your answers to focus on the team's concerns. If they ask you about your perception of the company's ESOP policy, they want you to present your expectation from a stock option plan. y Answer in sync with the general tenor of the interview. If your work involves individual research besides team work, don't go overboard about team-player abilities. Balance your answer. Mention how sometimes individual work is more productive though team work is needed to put into action ideas generated by individual research

y y y

Human Resource Interview Tips

The interview is an opportunity for both, the interviewer and the candidate to market themselves. The employer is selling the organization to you, and you are marketing your skills, knowledge, and personality to the employer. Remember that interviews are varied and so they cannot therefore be easily categorized. Following are some human resource interview tips: y Be prepared Preparation increases confidence. Practice with your friends or relatives. Remember that everyone who is interviewing is not necessarily a good interviewer. You may prepare by reviewing magazine and newspaper articles. You may check out their web site. Read your resume before your interview. It will keep your answers fresh. y Location and punctuality Find out the location of organization. Make sure you have a map or directions as well as information of the nearest railway station. Arrive 5-10 minutes early. Arriving early will give you the opportunity to read some information on the company in the reception area. y Be professional Professional look always helps for good impression. Be careful about your dressing. Be aware of the company culture and ensure you dress to impress. Decide what you are going to wear the night before to avoid making the wrong choices. y Be polite Don't interrupt to the interviewer. Listen very carefully. Poor listening skills are responsible for the bad impression. If the interview is being conducted in a restaurant, mind your table manners. If the interviewers are serious and soft-spoken, then you should be same as interviewer. Avoid loud laughter during the interviewer. y Be positive Keep in mind that there is only one chance to make a first impression. Every company wants employees who are goal-oriented, career-driven, enthusiastic and motivated. Be the employee as they want. End the interview on a positive note. The hiring official needs to know that you are interested, enthusiastic and excited about the position and the company.

Be practical If you are experienced then the interviewer already knows your current salary and benefits package. When the topic of salary comes up state that you know they will make a fair offer. If you are offered the position during the interviewing process and you want the job then accept it. If the offer is not acceptable for any reason, ask for time to consider the offer. Human resource interview tips - Do's 1. Have a firm handshake. 2. Be sincere and direct. 3. Introduce yourself in a courteous manner. 4. Read company materials while you wait. 5. You have to prepare for questions and listen carefully to the interviewer. 6. Ask about the next step in the process. 7. Thank the interviewer. 8. Learn about the Human Resources Analyst Program and understand the different facets of human resources. 9. You never know what the interviewer will ask you about, so be prepared to talk about anything you have included on your resume. You should be truthful about your experiences and skills. Human resource interview tips - Don'ts 1. Don't show depression or discouragement. 2. Don't start the topics like salary, benefits or working hours. 3. Don't look at your watch. 4. Don't take extensive notes. 5. Don't be too serious. Follow up Always write a thank you note immediately after the interview. If there are number of interviewers then send a copy of thank you letter to each person. Summarize your qualifications and how they meet the expectations of the position.

HR Interview Questions For Freshers

1. Tell me about yourself? I am down-to-earth, sweet, smart, creative, industrious, and thorough. 2. How has your experience prepared you for your career? Coursework: Aside from the discipline and engineering foundation learning that I have gained from my courses, I think the design projects, reports, and presentations have prepared me most for my career. Work Experience: Through internships, I have gained self-esteem, confidence, and problem-solving skills. I also refined my technical writing and learned to prepare professional documents for clients. Student Organizations: By working on multiple projects for different student organizations while keeping up my grades, I've built time management and efficiency skills. Additionally, I've developed leadership, communication, and teamwork abilities. Life Experience: In general, life has taught me determination and the importance of maintaining my ethical standards. 3. Describe the ideal job. Ideally, I would like to work in a fun, warm environment with individuals working independently towards team goals or individual goals. I am not concerned about minor elements, such as dress codes, cubicles, and the level of formality. Most important to me is an atmosphere that fosters attention to quality, honesty, and integrity. 4. What type of supervisor have you found to be the best? I have been fortunate enough to work under wonderful supervisors who have provided limited supervision, while answering thoughtful questions and guiding learning. In my experience, the best supervisors give positive feedback and tactful criticism. 5. What do you plan to be doing in five years' time? Taking the PE exam and serving in supervisory/leadership roles both at work and in professional/community organization(s). 6. What contributions could you make in this organization that would help you to stand out from other applicants? In previous internships, my industriousness and ability to teach myself have been valuable assets to the company. My selfteaching abilities will minimize overhead costs, and my industriousness at targeting needs without prompting will set me apart from others. Additionally, one thing that has always set me apart from my scientific/engineering peers are my broad interests and strong writing abilities. I am not your typical "left-brained" engineer, and with my broad talents, I am likely to provide diverse viewpoints. 7. What sort of criteria are you using to decide the organization you will work for? Most importantly, I am looking for a company that values quality, ethics, and teamwork. I would like to work for a company that hires overachievers.

8. What made you choose your major? My academic interests are broad, so I sought civil engineering to achieve a great balance of mathematics, chemistry, biology, physics, and writing. 9. Have your university and major met your expectations? The College of Engineering at MSU has exceeded my expectations by providing group activities, career resources, individual attention, and professors with genuine interest in teaching. My major has met my expectations by about 90%. I would have enjoyed more choices in environmental courses, and would have preferred more calculus-based learning. 10. What made you choose this college? I chose this college for the following reasons: my budget limited me to in-state schools, I was seeking an area with dogfriendly apartments, the MSU web site impressed me, I saw active student groups, and the people were very friendly. y List 2-3 of your greatest achievements since you've been in college and why? Receiving the SWE Outstanding Member Award and College of Engineering Student Service Award I got involved with student activities to overcome my debilitating shyness. Receiving these awards signified that I had accomplished a transition from dragging myself to participate to feeling energized by it. Receiving the SWE Web Site Award Without training in web design, I competed against not only the other student sections, but professional sections around the nation. Despite competing with more HTML-experienced people, I brought this award to my section. After getting so much from SWE, I was able to give something back. Earning the highest grade in an organic chemistry class of ~200 people I worked very hard for this grade and loved the subject, so it was a great feeling to see that the hard work paid off. 12. Which subjects have you enjoyed studying the most and why? I have enjoyed hydrology, fluids, solid & hazardous waste management, water and wastewater treatment, and oceanography because I love water and environmental topics. Calculus and linear algebra excite me because I love logic. I enjoyed the writing and analysis in economic history. Business law thrilled me because I have a strong interest in legal matters. 13. Which subjects did you dislike and why? Introductory soil elicited little interest in me, most likely because the professor was inexperienced, the book was ineffective, and I had little spare time that semester to look into other resources. 14. Do you have plans to continue your education? Yes, but not immediately. I plan to continue part time with either an MBA or an environmental engineering masters, depending on which will be more beneficial to my work. 15. How would a professor who knows you well describe you? One who does not know you well? A professor who knows me well would likely describe my personal qualities: sweet, down-to-earth, smart, hardworking, and conscientious. As specific examples of those who did not know me well, my soils professor and soils teaching assistant each considered me smart and respectful, and both thought that I must have enjoyed the class a lot, due to my performance. 16. Given the chance, how would you alter your education? Knowing now what I like the most, I would have used my electives for extra math and psychology classes, since I tend to be well-rounded enough that a variety of classes are unnecessary; my personal reading is diverse enough. I have found that mathematics and psychology are helpful to all career and life paths. 17. Which part-time job did you enjoy the most and why? Working for PM Environmental was most enjoyable to me, since I felt like I was significantly contributing to the company, and I enjoyed learning on my own. 18. Interests: Some of my interests include dogs, hiking, snow-shoeing, water sports, writing, reading (especially Charles Dickens' novels), skiing, drawing, crafts, and computers. 19. What are your strengths? My strongest strength is the ability to teach myself difficult material, regardless of the subject (with the exception of theater and drawing blood from dogs, which I have no talent for). Additionally, I have always excelled verbally and look forward to writing opportunities. 20. What are your weaknesses? I tend to try to do too many things, leaving little time for myself. I have worked on balancing myself for the last several months. I am also working on improving my public speaking skills.

21. What sort of serious problems have you experienced, and how have you handled them? My apartment building burned down at the end of January during one of my semesters at MSU. Before the fire got too bad, I was able to rescue my pets and the neighbor's dog, as well as my textbooks and backpack, but I lost most of my mementos and possessions. While the firemen were preparing their hoses, I drove to school (with the animals in the car) to meet my lab partners, who were waiting for me. I explained the situation, emailed my professors, and rushed back to the apartment. Fortunately, I had renter's insurance. I missed about a week of school to deal with the insurance matters and find a new place to live. In order to salvage my grades and sanity, I dropped a course and honored my existing student group and research commitments. Staying active socially and keeping myself well-rounded were the best healing tools for me. Within a few weeks, I was caught up and had recovered reasonably from the loss of sentimental items. 22. Do you or have you in the past experimented with illegal drugs? No. My only addictions are caffeine and sugar. 23. Would you be willing to take a drug test? Of course. 24. Do you drink alcohol socially? No, but I enjoy Shirley Temples quite a bit.

Many companies conduct group discussion after the written test so as to check on your interactive skills and how good you are at communicating with other people. The GD is to check how you behave, participate and contribute in a group, how much importance do you give to the group objective as well as your own, how well do you listen to viewpoints of others and how open-minded are you in accepting views contrary to your own. The aspects which make up a GD are verbal communication, non-verbal behaviour, conformation to norms, decision-making ability and cooperation. You should try to be as true as possible to these aspects. 1. In a group discussion what should my objectives be and how should I achieve them? 2. Is it wise to take a strong stand either in favor or against the topic right at the start of a Group Discussion ? 3. Is it a good strategy to try and be the first speaker on the topic in a GD? 4. In an interview how does one handle the question "Tell us about yourself?". 5. Is it better to have a longer selection interview or a shorter one? 6. In the MBA entrance interview how do I justify my decision to pursue the MBA programme? In a group discussion what should my objectives be and how should I achieve them? In order to succeed at any unstructured group discussion, you must define what your objective in the group is. A good definition of your objective is - to be seen to have contributed meaningfully in an attempt to achieve the right consensus
The key words in this definition are 'seen', 'meaningfully', and 'attempt'. Let us understand what each of these imply in terms of action points : The first implication is that merely making a meaningful contribution in an attempt to achieve consensus is not enough. You have to be seen by the evaluator to have made a meaningful contribution in n attempt to build the right consensus. In other words you must ensure that you are heard by the group. If the group hears you so will the evaluator. You must get at least some airtime. If you are not a very assertive person you will have to simply learn to be assertive for those 15 minutes. If you get cowed down easily in an aggressive group, you can say goodbye to the business school admission. Many GD participants often complain that they did not get a chance to speak. The fact of the matter is that in no GD do you get a chance to speak. You have to make your chances. The second important implication is that making just any sort of contribution is not enough. Your contribution has to be meaningful. A meaningful contribution suggests that you have a good knowledge base, are able to structure arguments logically and are a good communicator. These are qualities that are desired by all evaluators. Many GD participants feel that the way to succeed in a GD is by speaking frequently, for a long time and loudly. This is not true. The quality of what you say is more important than the quantity. Don't be demoralized if you feel you have not spoken enough. If you have spoken sense and have been heard, even if only for a short time, it is usually good enough. You must have substance in your arguments.

Therefore, think things through carefully. Always enter the room with a piece of paper and a pen. In the first two minutes jot down as many ideas as you can. It pays to think laterally. Everybody else will state the obvious. Can you state something different? Can you take the group ahead if it is stuck at one point? Can you take it in a fresh and more relevant direction? You may like to dissect the topic and go into the underlying causes or into the results. One way of deciding what sort of contribution is meaningful at what point of time is to follow two simple rules. First, in times of chaos a person who restores order to the group is appreciated. Your level of participation in a fish market kind of scenario can be low, but your degree of influence must never be low. In other words you must make positive contributions every time you speak and not speak for the sake of speaking. The second rule is applicable when the group is floundering. In this situation a person who provides a fresh direction to the group is given credit. The third implication is that you must be clearly seen to be attempting to build a consensus. Nobody expects a group of ten people, all with different points of view on a controversial subject to actually achieve a consensus. But did you make the attempt to build a consensus?

The reason why an attempt to build a consensus is important is because in most work situations you will have to work with people in a team, accept joint responsibilities and take decisions as a group. You must demonstrate the fact that you are capable and inclined to work as part of a team. What are the ways that you can try to build consensus? First, you must not just talk, you should also listen. You must realize that other people also may have valid points to make. You should not only try to persuade other people to your point of view, but also come across as a person who has an open mind and appreciates the valid points of others. You must try and resolve contradictions and arguments of others in the group. You must synthesize arguments and try and achieve a unified position in the group. Try to think of the various arguments of yours and others' as parts of a jigsaw puzzle or as building blocks of a larger argument for or against the topic. Try and lay down the boundaries or the area of the discussion at the beginning. Discuss what the group should discuss before actually beginning your discussion. This will at least ensure that everyone is talking about the same thing. Try and summarize the discussion at the end. In the summary do not merely restate your point of view; also accommodate dissenting viewpoints. If the group did not reach a consensus, say so in your summary You must carry people with you. So do not get emotional, shout, invade other people's private space. Do not bang your fist on the table except in extreme circumstances. If you have spoken and you notice that someone else has tried to enter the discussion on a number of occasions and has not had the chance to do so maybe you could give him a chance the next time he tries. But do not offer a chance to anyone who is not trying to speak. He may not have anything to say at that point and you will just end up looking foolish. The surest way of antagonizing others in the GD as well as the examiner is to appoint yourself as a de facto chairperson of the group. Do not try to impose a system whereby everyone gets a chance to speak in turn. A GD is meant to be a free flowing discussion. Let it proceed naturally. Do not ever try to take a vote on the topic. A vote is no substitute for discussion. Do not address only one or two persons when speaking. Maintain eye contact with as many members of the group as possible. This will involve others in what you are saying and increase your chances of carrying them with you. Do this even if you are answering a specific point raised by one person. One last point. You must not agree with another participant in the group merely for the sake of achieving consensus. If you disagree, say so. You are not there to attempt to build just any consensus. You have to attempt to build the right consensus. Is it wise to take a strong stand either in favour or against the topic right at the start of a Group Discussion ? In theory yes. If you believe something why shouldn't you say so? If we are convinced about something our natural response is to say so emphatically. However in practice what is likely to happen if you take a very strong and dogged stance right at the beginning of the interview is that you will antagonize the people in the group who disagree with you and will be unable to carry them with you and convince them of the validity of your argument. We therefore recommend that after you hear the topic you think about it for a minute with an open mind and note down the major issues that come to your mind.

Don't jump to any conclusions. Instead arrive at a stand in your own mind after examining all the issues in a balanced manner. Only then begin to speak. And when you do so outline the major issues first and only then state your stand. In other words give the justification first and the stand later. If you were to state your stand first chances are that the others in the group who disagree with your stand will interrupt to contradict you before you can elaborate on the reasons why you have taken that stance. In this situation the evaluator will only get an impression of what you think and not how you think. Remember you are being evaluated on how you think and not what you think Is it a good strategy to try and be the first speaker on the topic in a GD? In most GD's the opening speaker is the person who is likely to get the maximum uninterrupted airtime. The reason is simple - at the start most other participants in the GD are still trying to understand the basic issues in the topic, or are too nervous to speak and are waiting for someone else to start. Therefore the evaluators get the best chance to observe the opening speaker. Now this is a double edged sword. If the opening speaker talks sense naturally he will get credit because he opened and took the group in the right direction. If on the other hand the first speaker doesn't have too much sense to say, he will attract the undivided attention of the evaluators to his shortcomings. He will be marked as a person who speaks without thinking merely for the sake of speaking. As someone who leads the group in the wrong direction and does not make a positive contribution to the group. So remember speaking first is a high risk high return strategy. It can make or mar your GD performance depending how you handle it. Speak first only if you have something sensible to say. Otherwise keep shut and let someone else start. In an interview how does one handle the question "Tell us about yourself?". An often asked opening question. Perhaps the most frequently asked question across interviews. Your opening statement needs to be a summary of your goals, overall professional capabilities, achievements, background (educational and family), strengths, professional objectives and anything about your personality that is relevant and interesting. This question represents an opportunity to lead the interviewer in the direction you want him to go e.g., your speciality or whatever else you may wish to highlight. Your intention should be to try to subtly convince the interviewers that you are a good candidate, you have proved that in the past, and have a personality that fits the requirement. Remember that the first impression you create will go a long way in the ultimate selection. Keep in mind, most candidates who are asked this question just blurt out their schooling, college, marks and qualifications. All this is already there in the CV. Why tell the interviewer something he already knows? A final word on approaching this question. Once you have said what you have to say - shut up. Don't drone on for the sake of speaking for you just might say something foolish. Sometimes interviewers don't interrupt in order to give the candidate the impression that he has not spoken enough. This is just a stress inducing tactic. Don't fall for it, if you feel you have spoken enough. In case the pause gets too awkward for you just add something like, "Is there something specific that you wish to know about me?" Is it better to have a longer selection interview or a shorter one? The length of an interview in no way is an indicator of how well an interview went. This is especially so when there are a number of candidates to be interviewed for example in the civil services interview or the MBA entrance interview. In the past a number of candidates have reported varying lengths of interviews. Nothing positive or negative should be read into this. An interview is only a device whereby the panel seeks information about the candidate. Information that will help the panel decide whether or not the candidate should be selected. If the panel feels that it has gathered enough information about the candidate in 15 minutes of the interview commencing and that it has no further questions to ask the interview will be terminated in 15 minutes. If on the other hand the panel takes an hour to gather the information required to take a decision the interview will last for an hour. In either case the decision could be positive or negative. It is a fallacy to believe that interview panels take longer interviews of candidates whom they are more interested in. No panel likes to waste its time. If an interview is lasting longer than usual then it only means that the

panel is seeking more information about the candidate in order to take a decision. In the MBA entrance interview how do I justify my decision to pursue the MBA programme? When you are asked this for God's sake don't tell the panel that you are looking for a "challenging job in a good firm with lots of money, status and glamour". That is the first answer that most candidates think of. Unfortunately it is the last answer that will get you admission. In the answer to a direct question on this subject you must convey to the interview panel that you have made a rational and informed decision about your career choice and your intended course of higher study. There are broadly six areas which your answer could touch upon : Career Objectives : You could talk about your career objectives and how the two year MBA programme will help you achieve them. This implies that you have a clear idea of what your career objectives are and how you wish to achieve them. For example you may want to be an entrepreneur and wish to set up your independent enterprise after doing your MBA and then working for a few years in a professionally managed company. You could explain to the panel that the MBA programme will provide you with the necessary inputs to help you run your business enterprise better. But then you must be clear about what the inputs you will receive in the MBA programme are. Value Addition : That brings us to the second area that your answer should touch upon. What is the value you will add to yourself during your two year study of management. Value addition will essentially be in two forms knowledge and skills. Knowledge of the various areas of management e.g. marketing, finance, systems, HRD etc. and skills of analysis and communication. You will find it useful to talk to a few people who are either doing their MBA or have already done it. They will be able to give you a more detailed idea of what they gained from their MBA. Background : Remember, there must be no inconsistency between your proposed study of management and your past subject of study or your past work experience. If you have studied commerce in college then management is a natural course of higher studies. If you are an engineer this is a tricky area. You must never say that by pursuing a career in management you will be wasting your engineering degree. Try and say that the MBA course and your engineering degree will help you do your job better in the company that you will join. But then you should be able to justify how your engineering qualification will help Opportunities and Rewards : You could also at this stage mention the opportunities that are opening up in organizations for management graduates. Highlight with examples. At the end you may mention that while monetary rewards are not everything they are also important and MBAs do get paid well. You must not mention these reasons as your primary motivators even if that may be the case. General Tips
y y y y y y y y y y y y A good level of general awareness will come in handy so that you aren't at a loss of words on certain issues Understand the topic and analyze it mentally before speaking Be clear about the purpose and content of your viewpoint One should be able to communicate his views in an effective manner to everyone. Be clear in speech, audible but not too loud and above all remain confident Remember the six C's of effective communication -- Clarity, Completeness, Conciseness, Confidence, Correctness and Courtesy You should maintain eye contact with all others in the group and not focus on a particular person for he may benefit from that Be responsive to ideas from other people and seem to be very receptive and open-minded but don't allow others to change your own viewpoint. Starting the discussion is considered to be good however it isn't that important; what is important is that you speak for a period long enough for you to be able to communicate your viewpoint Always mantain your calm and never get aggressive. If you haven't been able to talk then one can cut in saying "Excuse me, but what I think is .........." or something of that sort Never lose your temper and never attack anyone on a personal front. Your attitude should be one of cooperation and not one of conflict Don't lose sight of the goal of the discussion Listen to any criticisms and give them a thought before trying to defend your views