job interviews

job interviews tips and techniques, sample

interview questions and answers
Job interviews are easier for the interviewer or the interviewee if you plan and
prepare and use proper interviewing techniques. On this page are job interviews
tips, sample questions and answers for interviewer and interviewee. There's also
an outline of the group selection recruitment method, the most effective way to
recruit people for most jobs. Job interviews are critical to the quality of an
organization's people. Good job interviews processes and methods increase the
quality of people in an organization. Poor job interviews methods result in poor
selection, which undermines organizational capabilities, wastes management
time, and increases staff turnover.

interviews tips - for interviewers

1. You must makes notes of the questions you intend to ask - otherwise
you'll forget.
2. Decide the essential things you need to learn and prepare questions to
probe them.
3. Plan the environment - privacy, no interruptions, ensure the interviewee is
looked after while they wait.
4. Arrange the seating in an informal relaxed way. Don't sit behind a desk
directly facing the interviewee - sit around a coffee table or meeting room
table.
5. Clear your desk, apart from what you need for the interview, so it shows
you've prepared and are organised, which shows you respect the situation
and the interviewee.
6. Put the interviewee at ease - it's stressful for them, so don't make it any
worse.
7. Begin by explaining clearly and concisely the general details of the
organisation and the role.
8. Ask open-ended questions - how, why, tell me, what, (and to a lesser
extent where, when, which) to get the interviewee talking.
9. Make sure the interviewee does 90% of the talking.
10. Use 'Why?' often to probe reasons, thinking and to get to the real motives
and feelings.
11. High pressure rarely exposes hidden issues - calm, relaxed, gentle, clever
questions do.
12. Probe the cv/resume/application form to clarify any unclear points.
 13. If possible, and particular for any position above first-line, use some form
of psychometric test, or graphology, and have the results available for the
interview, so you can discuss them with the interviewee. Always give
people the results of their tests. Position the test as a helpful discussion
point, not the deciding factor. Take care when giving the test to explain
and reassure. Ensure the test is done on your premises - not sent in the
post.

interviews tips - for interviewees

1. Research as much as you can about the company - products, services,
markets, competitors, trends, current activities, priorities.
2. Prepare your answers for the type of questions you'll be asked, especially,
be able to say why you want the job, what your strengths are, how you'd
do the job, what your best achievements are.
3. Assemble hard evidence (make sure it's clear and concise) of how what
you've achieved in the past - proof will put you ahead of those who
merely talk about it.
4. Have at least one other interview lined up, or have a recent job offer, or
the possibility of receiving one from a recent job interview, and make sure
you mention it to the interviewer.
5. Make sure your resume/cv is up to date, looking very good and even if
already supplied to the interviewer take three with you (one for the
interviewer, one for you and a spare in case the interviewer brings a
colleague in to the meeting).
6. Get hold of the following material and read it, and remember the relevant
issues: the company's sales brochures and literature, a trade magazine
covering the company's market sector, and a serious newspaper for the
few days before the interview so you're informed about world and national
news. Also worth getting hold of: company 'in-house' magazines or
newsletters, competitor leaflets, local or national newspaper articles
featuring the company.
7. Review your personal goals and be able to speak openly and honestly
about them and how you plan to achieve them.
8. Ensure you have two or three really good reputable and relevant
references, and check they'd each be happy to be contacted.
9. Get into an enthusiastic, alert, positive mind-set.
10. Try to get some experience of personality tests. Discover your personality
strengths and weaknesses that would be indicated by a test, and be able
to answer questions positively about the results. (Do not be intimidated by
personality testing - expose yourself to it and learn about yourself.)
sample interviews questions and answers:

Question Ideal Answer Purpose of question

What will you bring to The question is an
the job/company if we opportunity for the
employ you? Imagine what your interviewee to relate their
objectives will be if strengths and
you were in the role, capabilities to the
and orientate your priorities of the job
answer towards meeting function, and to the aims
them, on time, on and priorities of the
budget, and with style organization.
(especially to improve
motivation and The interviewee must
morale and to avoid therefore demonstrate an
unnecessary disruption understanding of both
and unhelpful side- sides of the question - the
effects). needs of the employer,
and how to apply their
Try to focus on the own skills, capabilities,
particular priorities experience, style and
and requirements of strengths to the situation.
the role, the targets
and aims, (which It's a good question, and
means you need to ask also a great opportunity to
what they are if your show how good you are,
are not told) and also if and how you will add
possible, focus on positively to the mood and
working style and attitude of people you'll
behaviour attributes work with.
that fit the preferences
of the interviewer, since This question invites good
most interviewers prefer specific solutions and
people like themselves. suggestions in response to
stated organizational
For example (assuming requirements.
that the points
illustrated are relevant): As such it will quickly show
up the candidates who
"I can see clearly that understand what's needed
quick results are a in the role and how to make
priority - and that's it happen.
 something I'm good at
generating, because I
have good abilities and
experience to interpret Certain interviewers and
situations, and then a situations will also be
strong focus on seeking indications of the
activities which will candidate's personal style
achieve change and when working with others -
results in the necessary notably whether the
areas." candidate will be an asset to
the team in terms of
"I'm diplomatic with motivation and morale.
people too, which
means I can generally If you are the interviewer
bring people along with make sure you explain
me; if needs be though earlier in the interview what
I can be firm and the situation requires in
determined enough to terms of results, parameters
convince people who and attitudinal factors.
need a bit of extra
encouragement."

Tell me about the The proper purpose of this

culture at your last question is to see how you
company/employer. If the past culture was interpret and explain
good them explain how culture, which provides an
and why in terms that opportunity for you as the
the interviewee is likely the interviewee to
to identify with, for demonstrate how you feel
example: about and react to whatever
culture was in place. It's a
"The culture encouraged potential trap for
people to develop, interviewees who would be
grow, take negative and critical and
responsibility. People apportion blame, eg 'the
were coached and culture was not supportive
mentored towards and so it didn't help me to
quality and productive perform' (not a good
effort. All of this helped answer). The culture
me a great deal because question also invites
I identify with these comments from the
values, and respond to interviewee about
these opportunities." management style, and
again is a trap for negative
 A good answer, in
referring to a non-
supportive culture would
be to express the
respondents who criticise
positive aspects (eg lots
their past boss (bad
of freedom for me to
answer), rather than
take initiative,
accentuate the positives and
responsibility, find new
demonstrate positive
ways to contribute, a
behaviour in negative
free market allowing the
situations, which is a highly
good workers to
desirable trait.
naturally excel and
develop reputation and
internal working
relationships, etc.)

Tell me about your life The question is an A big open question like this
at College or University opportunity for you to in an interviewer is a huge
(or even your time in demonstrate the opportunity or huge trap.
your previous job). qualities that the
interviewer is seeking in Interviewees should have
for the job, so orientate the sense to refer to
your answer towards previous experiences that
these expectations indicate capability and
(without distorting the behaviour of the sort that
truth obviously). the role requires.

In your answer, It's a trap for interviewees

emphasise the positive who look regretfully or
behaviour, experience negatively on past
and achievements experiences, criticise or
(ideally backed up with attribute blame, or display
examples and evidence) 'someone else's fault'
which will impress the attitudes.
interviewer because of
its relevance to the role College and University are
requirements. environments which provide
lots of opportunity. Good
The interviewer is applicants will be able to
looking for the same demonstrate that they have
capabilities and used the opportunity to
behaviour in your learn and develop, whether
college (or university or their experiences were all
previous job) life that positive and successful or
 they want in the job.

Your emphasis should

be on your
achievements, and
how you achieved
them, that are relevant
to the job requirements.

Interviewers with not.

special interest in
behaviour and
personality may also use
a question like this to
assess your self-
awareness and maturity,
in the way you consider
your answer and relate
it to your own
experience and
development.

What do you want to It's not easy to answer This is a common question,
be doing in 2/5/10 this in terms of job and it commonly trips
years time? expectation - no-one people up into making over-
can realistically predict ambitious claims about their
Or: what job will be future potential and worth.
required in 5-10 years, It highlights feelings of
Where do you want to let alone whether they delusion, and a need for
be in 2/5/10 years will be right to do it, so security if they exist.
time? I'd avoid specific job
aims or claims, unless The question encourages
you actually have a very the interviewee to think and
clear plan, and are express their plans and
seeking a job and career aspirations, future direction,
which clearly offers needs and wishes. Some
predictable and people find it more difficult
structured progression. to answer than others,
depending on their
For most people and personality.
roles, which are largely
unpredictable, this Some people are able to
question is best and plan and see clear steps
easiest answered in along the way, which would
terms of the sort of be more commonly
situation you'd like to exhibited by people whose
be in, which should work involves this approach.
reinforce all the other
good things about Job roles which require a
yourself, for example: higher level of adaptability
and flexibility are unlikely to
"Making a more attract candidates who are
significant contribution meticulous planners.
to whatever
organisation I'm The question is a powerful
working for. To have one because it prompts the
developed new skills, interviewee to think and
abilities, maturity - visualise about themselves
perhaps a little wisdom and how they expect and
even. To have become want to change.
better qualified in
whatever way suits the
situation and
opportunities I have. To
be better regarded by
my peers, and respected
by my superiors as
someone who can
continue to increase the
value and scale of what
I do for the
organisation."

"I'd like more

responsibility, because
that's a result of
personal growth and
progression, and it's
important for my
personal satisfaction."

"I have no set

aspirations about money
and reward - if I
contribute and add
value to the
 organisation then
generally increased
reward follows - you get
out what you put in."

"Long term I want to

make the most of my
abilities - if possible to
build a serious career,
but in this day and age
nothing is certain or
guaranteed; things can
change. I'll do my best
and believe that
opportunities will arise
which will enable me to
keep contributing,
increasing my worth,
and developing my
ability in a way that
benefits the
organisation and me."

Employers will respond

well if they see that you
are mature,
independent, self-
motivated; that you will
make a positive and
growing contribution,
and that you understand
that reward (financial,
promotion,
responsibility, etc) will
always be based on the
quality and value of
your input.

Give an example of This depends on your The interviewer is testing

when you had to settle relationship to the two the interviewee's experience
a dispute between two people, so seek and ability to diffuse
individuals. clarification if this is not conflict, and also to step
clear, but broadly the back and take an objective
aim is to first take any view, rather than getting
 heat out of the situation
by calming the
individuals. Then firmly
arrange a three-way
discussion later in the
day or an early
opportunity in the
future, in a suitable
environment (closed
meeting room), at which
you can facilitate a
proper discussion of the involved and taking sides,
issues, so as to arrive at which is the natural
an agreed positive way temptation. Objectivity and
of going forward or facilitation are important
compromise. It's skills of a good manager,
important to and this question will
understand each identify whether the
person's standpoint and interviewee possesses them.
feelings, without This question will also put
agreeing with them, pressure on the
unless the argument interviewee's ability to
concerns a clear breach manage people, because it
of policy or wrong provides a tricky people-
behaviour, in which case management scenario.
the transgressor should
be counselled
separately, after which
the three-way meeting
can be held to mend
relationships.
Arguments come in all
shapes and sizes - a
more specific answer is
possible in response to
a more specific scenario.

What is your ideal job? Mindful of the trap This is a good question, and
possibilities, the the answer would almost
interviewee would always trigger a more
always do well to qualify specific follow-up question,
the question by asking asking 'why?', and then
for a timescale (at what probing the reasons for the
point in my career?) choice. From the
before answering. This interviewer's standpoint, the
shows that some question is open and vague,
consideration is taking which for certain purposes
place rather than a (see the next para re traps)
knee-jerk, and that the is a good thing. If the
question is producing a question is intended to elicit
serious response rather meaningful information
than a fanciful one. about the interviewee's
Aside from this, the best career plans, then some
answer to the question, timescale should be
as for any interview attached (ie 'what would be
question, is to use the your ideal job in 3/5/10
opportunity to sell the years time?')
strengths of the The question exposes
interviewee as a interviewees who seek only
potential asset to the personal gratification
organisation. This would ('outputs') from a role
produce an answer that (money, status, esteem,
creates a picture of a excitement, glamour,
loyal, results-orientated security, etc) rather than
person, making a seeking opportunities to
significant contribution make best possible use of
to the organisation their effort, skills and
(status and level would experience, in contributing
depend on timescale). If to the
the answer is poor it will performance/quality/results
trigger a probing follow of the organisation for
up that puts pressure on which the role is performed
the interviewee to ('inputs').
justify a daft response. The question is a potential
If the answer is trap for people who are
impressive there more concerned with what
probably won't be a they get out of a job rather
follow-up as there's than what they put into it.
nothing to probe and Employers do not really
the interviewer can want to recruit gratification-
move on. Wrong orientated people. These
answers would include: people are generally not
'boss of my own self-starting nor self-
company' 'your job' 'the motivating.
top salesman on half a The question also gives
mill a year' 'CEO of this indications as to how
company' (unless you realistically the interviewee
 can justify the claim) a
pop star, a railway
engine driver, a film
star, etc Good answers
would include: 'A
manager or executive
with this organisation in
(function relative to sees themselves. Some
experience and skill set) people visualise highly
where I have the fanciful and unrealistic jobs,
responsibility and which is a warning sign to a
accountability for using potential employer. Others
my skills and efforts to visualise jobs that are
achieve great results, clearly remote from the job
work alongside great being applied for, which
people, and get a fair indicates that some
reward.' 'I'd like to falsification or delusion is
become an expert in my present.
field (state function if
relevant), where I'm
able to use my skills and
abilities to make a real
difference to the
company's
performance.'

Reflect back the

qualities required and
job priorities as being Opportunity to sell yourself
the things you do best and show you understand
Why do you want this
and enjoy. Say why you what they're looking for in
job?
think the company is the role. Make sure you hit
good, and that you want both of these hot buttons.
to work for an
organisation like it.

What did you achieve Prepare a number of Shows whether any

in your last job? relevant examples and achievements have been
explain one (two or made, and what values are
three if they're punchy placed on work. Shows
and going down well). motive - whether process,
Make sure you feature results, accuracy, security,
as the instigator, or the social, etc. Shows
factor that made the understanding of cause and
 difference. Examples
must lead to significant
organisational benefits;
making money, saving
money/time, improving
quality, anticipating or effect, pro-active vs passive.
creatively solving
problems,
winning/keeping
customers, improving
efficiency.

Identify the two or three

main issues and say
how you'll deal with
them, which shows you
can focus on what's
important. Likely to be
Shows if you've thought
planing and organising,
about what job requires and
ensuring all the
entails. Role and situation
How would you communications and
needs to have been
approach this job? How relationships are
explained well to enable a
would you do it? working well, reviewing
good response. Exposes
and measuring activities
people who can't actually do
and resources against
the job.
outputs and improving
where possible.
Emphasise your
personal strengths that
are very relevant to the
role requirements.

What are your Prepare three that are Shows whether candidate
strengths? relevant to the has self-awareness, and can
requirements of the identify what strengths are
role. Be able to analyse relevant to role. Shows if
why and how you are candidate has thought and
strong in those areas. planned. A glaring omission
Mix in some behaviours, if not planned as this is such
knowledge and an obvious question that
experience and well as everyone should be
skills, and show that you prepared for.
understand the
difference. Style should
 be quite confidence
rather than arrogant or
over-confident.

Start by saying that you

don't believe you are
actually 'weak' in any
area. Acknowledge
certain areas that you
believe you can
improve, (and then pick
A trap for the unsuspecting
some relatively
or naive. Will show up those
unimportant or
who've not prepared as this
irrelevant areas). If you
is another obvious question
must state a weakness
What are your to expect. Will also prompt
these are the clever
weaknesses? follow-up questions probing
ones that are actually
what the candidate is doing
strengths: not suffering
to improve the weakness,
fools gladly; sometimes
which is worth preparing for
being impatient with
also.
other people's sloppy
work; being too
demanding; refusing to
give in when you believe
strongly about
something; trying to do
too much, etc, etc.

What would your Another opportunity to Potential trap to draw out

references say about state relevant strengths, weaknesses - don't fall for
you? skills and behaviours. it.

How do you handle Say that you tend not to Exposes people who can't
tension/stress? get tense or stressed deal with pressure or don't
because you plan and recognise that lifestyle
organise properly. Say issues are important for
you look after the other good working. Exposes the
things that can cause misguided macho approach
stress - health, fitness, that stress can be good. It
diet, lifestyle, etc. Talk ain't.
about channeling
pressure positively -
thinking, planning,
keeping a balanced
 approach.

Be honest, as the
interviewer might have
read it too. There's no
Will provide another
shame in admitting to
perspective of the
lightweight reading
interviewee's personality
material if that's what
that may not otherwise
you like - put it in
What was the last book surface. Opportunity to
context, why you read
you read and how did it demonstrate skills ,
it, and give a positive
affect you? aptitudes, special interests,
result, whatever it is. Be
self-development, analytical
able to give an
ability, self-awareness. May
intelligent reaction to
expose feelings or issues
what you've read. Don't
that can be probed further.
be too clever or try to
impress as nobody likes
a smartass.

Exposes the over-protective

Tell the truth - be proud
and insecure. Can expose
What does/did your whatever he did. Don't
emotional hang-ups or
father do for a living? be judgemental,
triggers if any exist, which
ashamed or critical.
can then be probed further.

Can expose emotional raw

Avoid anything deeply
nerves or sensitivities.
personal or seriously
Opportunity to show proof
emotional unless you
Tell me about a big of being able to achieve
are in complete control
challenge or difficulty results in the face of
of your feelings about it.
you've faced; how did difficulty. Is this person
Try to prepare an
you deal with it? actually experienced are
example that's work-
they just saying they are.
related and relevant to
(Experto Credite - Trust one
the role.
who has proved it)

Tell me about Don't get trapped into Exposes hang-ups and style
something recently that admitting to a temper or of management and
really annoyed you. loss of control. Say you communication. Exposes
tend to get more anyone who believes it's
annoyed with yourself okay or even good to get
than with other people cross with other people. It
or other situations. ain't.
Annoyance isn't very
 productive, so you tend
to try to understand and
concentrate on finding a
way around a problem
or putting things
straight.

Prepare this as one of

your strengths, as
there's not a single job
that won't benefit from
good adaptive
communication skills.
Give examples of how
you've been detailed
and given written
confirmation for people
Give me some who need it. Give
Exposes single-style non-
examples of how you examples of how you
adaptive communicators,
have adapted your own verbally enthuse and
who don't understand or
communicating style to inspire the people who
adapt to different people
deal with different respond to challenge
and situations.
people and situations. and recognition. Think
of other examples of
adapting your style to
suit the recipients. Give
examples when you've
had to be task-driven,
process driven, people-
driven, and how you
change your style
accordingly. A chance
for you to truly shine.

Exposes people who are not

comfortable about having
their references checked, in
which case probe. Exposes
Can we check your
Yes. people who've not had the
references?
foresight to organise an
important controllable
aspect of their job search,
which is a bad sign.
 Say generally you get
on with everyone. Say
you respond most to Exposes hang-ups and
What type of people do
genuine, positive, prejudices. May prompt
you get on with
honest people. If issues to probe, in which
most/least?
pressed as to people ask why.
you don't get on with,
say

You may be hit with this

if you're too contrived or
clever, in which case
give an example of
something that didn't
Excellent answer - now quite go so well, but Will knock a lot of people off
can you give me an make sure you present guard, and expose any
example that wasn't so it positively and say tendencies to confront or
good? what you learned from argue.
it. Don't try to stick to
your guns and maintain
that you're perfect -
show a little human
weakness.

Don't admit to having

produced poor work
ever. Say you've
probably made one or
Give me an example of
two mistakes - everyone
when you've produced
does - but that you
some poor work and A trap - don't fall in it.
always do everything
how you've dealt with
you can to put them
it.
straight, learn from
them and made sure
you'll not make the
same mistake again.

What do you find Pick a relatively Another trap to expose

difficult in irrelevant skill and say weaknesses, and an
work/life/relationships that you don't find it as opportunity to show
(etc)? easy as you'd like, so strengths instead if played
you're working on it properly.
(don't just make this up
- think about it and be
 truthful). Don't own up
to a weakness in an
area that's important to
the role. As with the
weaknesses question,
you can state certain
difficulties because they
are actually quite
acceptable, even
commendable, they'd
include: suffering fools
gladly, giving up an
impossible task,
tolerating unkind
behaviour like bullying,
having to accept I can't
help certain big
problems in the world,
etc.

Planning and writing a

plan is very important. I
think how best to do
things before I do them,
if it's unknown territory
I'd take advice, learn
from previous examples
- why re-invent the A great opportunity to shine
wheel? I always and show management
prioritise, I manage my potential. Planning and
time, and I understand organising is one of the
How do you plan and the difference between keys to good work at any
organise your work? urgent and level so it's essential to
important. For very acknowledge this. Exposes
complex projects I'd unreliable people who take
produce quite a detailed pride in flying by the seat of
schedule and plan their pants.
review stages. I even
plan time-slots for
activities that aren't in
themselves organised,
like thinking time, and
being creative, solving
problems, etc.
 Exposes unrealistic people.
An opportunity to
demonstrate you
Be honest about what
How much are you understand the basic
you've been earning and
earning?/do you want principle that everyone
realistic about what you
to earn? needs to justify their cost.
want to earn.
Extra pay should be based
on extra performance or
productivity.

It varies according to
the situation. I plan and
organise well, so unless
there's a crisis or
unusual demand I try to
finish at a sensible time
so as to have some time
for my family/social Exposes the clock-watchers
life/outside interests. and those who attach some
It's important to keep a misplaced macho pride in
How many hours a good balance. I start burning the candle at both
week do you earlier than most people ends. Look for a sense of
work/prefer to work? - you can get a lot done balance, with flexibility to go
before the phones start beyond the call of duty on
ringing. When the occasions when really
pressure's on though required.
I'm happy to work as
long as it takes to get
the job done. It's not
about the number of
hours - it's the quality of
the work that you do;
how productive you are.

Anyone who says they don't

Be honest. Yes of
make mistakes either isn't
course on occasions, but
telling the truth, or never
I obviously try not to,
Do you make mistakes? does anything at all.
and I always try to
Whatever, a 'no' here is a
correct them and learn
big warning signal. (Ack.
from them.
Linda Larkin)

(Follow above question Absolutely I can - I get Shows whether the person
with) - Can you share the guidance I need, can take responsibility and
 guidance. A mature, positive
and it may help prevent
your mistakes with approach to learning from
others from making the
others? mistakes is a great
same mistake.
characteristic. (Ack. LL)

By the results that I

achieve, and that I Exposes people who are not
How to do measure achieve them in the results orientated - more
your own most positive way. If concerned with process,
effectiveness? there isn't an existing relationships, airy-fairy
measure of this I'll intangibles.
usually create one.

Be truthful, but express

positively. I'm generally
very adaptable to most
management styles. In
Indicates ability to
the past I've helped my
cooperate and manage
bosses get the best out
upwards, also how
of me by talking to them
management attention you'll
and developing a really
need. Exposes potential
good understanding. I
How do you like to be awkwardness. Only the
work best when I'm
managed /not like to most experienced and
given freedom and
be managed? capable managers will be
responsibility to take
seeking difficult dominant
some of the load off my
types, and only then for
boss's shoulders - they
certain roles requiring a
have enough to deal
high level of independence
with. Do not respond to
and initiative.
the negative and give
any example of how you
do not like to be
managed.

What personal goals do Prepare for this - be Exposes those with little or
you have and how are able to state your no initiative. People who
you going about personal and career don't plan or take steps to
achieving them? goals - keep them achieve their own personal
reasonable, achievable progress will not be pro-
and balanced. Explain active at work either. People
how you see the steps who don't think and plan
to reaching your aims. how to progress will tend to
An important part of be reactive and passive,
achieving progress is which is fine if the role calls
 planning how to do it.
Be able to demonstrate
that you've thought and
planned, but also show
that you are flexible and
for no more, but roles
adaptable, because it's
increasingly call for planning
impossible to predict the
and action rather than
future - the important
waiting for instructions.
thing is to learn and
develop, and take
advantage of
opportunities as they
come along.

Say balance is essential.

All work and no play Can expose those with
isn't good for anyone, outside interests that may
but obviously work must prevail over work
come first if you want to commitments (keen sports-
How do you balance do well and progress. people, etc., who cannot
work and family/social Planning and organising put work first.) Indicates
commitments? my work well, and whether the interviewee has
getting results, balanced approach to life.
generally means that I Obsession with work to the
have time for my exclusion of most else is not
outside interests and generally a good sign.
there's no conflict.

Why should we appoint You have a choice here Pressure question -

you? as to how to play this: opportunity for interviewee
you can either go for it to clearly and confidently
strongly, re-stating your stake their claim. Look again
relevant strengths - for the interviewee to state
behaviour, experience relevant strengths in
and skills, or you can behaviour, experience and
quietly confidently skills. Look also for good
suggest: I don't know eye-contact when pledging
the other applicants, so hard work, loyalty,
it would be wrong for determination, etc.
me to dismiss their
claims. However, I am
sure that I have all the
main attributes the role
requires, which,
 combined with
determination and
positive approach,
should ensure that I'd
be a very good choice.
(If management
progression/succession
is seen as a benefit then
you must refer to your
willingness to develop
and take on greater
responsibilities in the
future.)

I don't know the other

applicants, but generally Pressure question, and one
I excel at . . . (pick your that enables the stars to
strengths that most fit shine. Look for awareness in
What can you do for us with what they're the interviewee that they
that other people seeking). Introduce know what their relevant,
cannot? some behavioural and even special, strengths are,
style strengths as well and can link them to
as skills, and show you benefits that they would
know the difference bring to the role.
between them.

You must rehearse this

Will show whether applicant
one. Have ready a
has self-awareness - a
descriptions of yourself
critical skill that not
and why you're like it.
everyone possesses. Will
Don't just spout a lot of
also show if applicant can
Tell me about yourself. standard adjectives, say
think and present a complex
why you are like you
case clearly and to the
are. Don't ramble on
point. Also shows
and tail off. make a few
confidence and security
clear statements and
levels, and 'grown-upness'.
finish.

What makes you mad? Nothing really makes Exposes poor self-control or
me mad - it's not a good unreasonable aversions,
way to deal with fears, and insecurities.
anything. Certain things Exposes lack of tolerance
disappoint or upset me - and emotional triggers.
rudeness, arrogance, Clever interviewers may
 spitefulness (pick any
obvious nasty traits or
infer or encourage a feeling
behaviours, particularly
in the way they ask the
behaviours that you
question that it's okay to get
believe your interviewer
mad. Don't fall for it.
will personally dislike
too.)

Don't be critical. If
possible be generous
with praise and say Exposes back-biting,
What do you think of why, giving positive bitterness, grudges, inability
your last reasons. If there was a to handle relationships.
boss/employer? conflict don't lie, but Exposes people who can't
describe fairly and accept the company-line.
objectively without
pointing blame.

Probably save most of

it, give some away,
maybe a small treat for Exposes the foolhardy, the
myself but nothing irresponsible and the
excessive. I could dreamers. Opportunity to
If you won a million on
handle it I think because demonstrate level-
the lottery what would
I'd always want to work, headedness, morality, work
you do?
I'm quite sensible with ethic, intelligence to know
money, maybe start my that money doesn't buy
own business if I could happiness.
be really sure to make a
success of it.

stress and pressure interview questions

When dealing with questions that put pressure on you or create stress, be
confident, credible and constructive (accentuate the positive) in your answers.
And make sure you prepare. Stress and pressure questions come in all sorts of
shapes and sizes. Three commonly used types of pressure questions are those
dealing with weakness and failure; blame; and evidence of ability or experience.

weakness and failure questions

"Tell me about your failures....", or "What are your greatest
weaknesses......". are the interviewer's equivalent to "Are you still beating your
wife?..".

Don't be intimidated by these questions - you don't have to state a failing or a

weakness just because the interviewer invites you to.

"I don't generally fail", or "I really can't think of any", are perfectly acceptable
answers. Short and sweet, and then wait smiling for the come-back - you'll have
demonstrated that you are no mug and no pushover. If you are pressed (as you
probably will be), here's your justification answer, or if you wish to appear a little
more self-effacing use this as a first response:

"I almost always succeed because plan and manage accordingly. If something's
not going right I'll change it until it works. The important thing is to put the
necessary checks and contingencies in place that enable me to see if things
aren't going to plan, and to make changes when and if necessary....."

or

"There are some things I'm not so good at, but I'd never say these are
weaknesses as such - a weakness is a vulnerability, and I don't consider
myself vulnerable. If there's something I can't do or don't know, then I find
someone who can do it or does know."

blame questions
Watch out also for the invitation to rubbish your past job or manager, especially
in the form of: "Why did you leave your last job?", or "Why have you had so
many jobs?"

The interviewer is not only satisfying curiosity.......... if you say your last boss
was an idiot, or all your jobs have been rubbish, you'll be seen as someone who
blames others and fails to take responsibility for your own actions and decisions.

Employers want to employ people who take responsibility, have initiative and
come up with answers, not problems. Employers do not want to employ people
who blame others.

So always express positive reasons and answers when given an opportunity to

express the negative. Never blame anyone or anything else.

"I was ready for more challenge", or "Each job offered a better opportunity,
which I took", or "I grow and learn quickly and I look for new opportunities", or
"I wanted to get as much different experience as quickly as I could before
looking for a serious career situation, which is why I'm here."

A great technique for exploiting the blame question trap is to praise your past
managers and employers. Generosity is a positive trait, so demonstrate it. Keep
your praise and observations credible, realistic and relevant: try to
mention attributes that your interviewer and prospective new employer will
identify and agree with. This will build association and commonality between
you and the interviewer, which is normally vital for successful interview
outcomes. They need to see that you think like they do; then you'll fit in.

prove it questions
These can be the toughest of the lot. Good interviewers will press you for
evidence if you make a claim. So the answer is - be prepared.

Watch out for closed questions: "Can you do so-and-so?.." , "Have you any
experience in such-and-such?..."

These questions invite a yes or no answer and will be about a specific area.

If you give a yes, be prepared to deal with the sucker punch: "Can you give me
an example?........"

The request for examples or evidence will stop you in your tracks if you've not
prepared or can't back up your answer.

The trick is before the interview to clearly understand the requirements of the
job you're being interviewed for. Ask to see the job description, including local
parameters if applicable, and any other details that explain the extent and nature
of the role. Think about how you can cover each requirement with examples
and evidence. Wherever possible use evidence that's quantified and relates to
commercial or financial outputs.

Companies are interested in people who understand the notion of maximising

return on investment, or return on effort. If your examples and evidence stand
up as good cost-effective practice, they'll clock up even more points for you.

Make sure you prepare examples of the relevant capabilities or experience

required, so that you're ready for the 'prove it' questions. You can even take
papers or evidence material with you to show -having hard evidence, and the
fact that you've thought to prepare it, greatly impresses interviewers.
If you don't have the evidence (or personal coverage of a particular
requirement), then don't bluff it and say yes when you'd be better off saying,
"No, however...."

Use "No, however ..." (and then your solution or suggestion), if asked for
something that you simply don't have.

Give an example of where previously you've taken on a responsibility without

previous experience or full capability, and made a success, by virtue of using
other people's expertise, or fast-tracking your own development or knowledge or
ability.

On this point - good preparation should include researching your employer's

business, their markets and their competitors. This will help you relate your own
experience to theirs, and will show that you have bothered to do the
research itself.

In summary, to deal with pressure questions: Keep control. Take time to think
for yourself - don't be intimidated or led anywhere you don't want to go. Express
every answer in positive terms. And do your preparation.

competency-based and behaviour questions -

'how would you do this...?'
For interviewers these are powerful and effective questions. These questions
make the interviewee tell you how they would approach, handle, deal with,
solve, etc., a particular situation, problem, project or challenge that is relevant to
the job role in question. The situation could be from the interviewee's past
experience, a hypothetical scenario, or a real situation from the interviewing
organization. As the interviewer you should judge the answers objectively. Avoid
the temptation to project your own style and feelings into the assessment of
whether the answer is good or bad. Look for thoughtfulness, structure, cause
and effect rationale, pragmatism. The candidate may not approach the question
like you do, but they may have a perfectly effective style and approach to the
answer just the same. The answers will indicate the interviewee's approach,
methodology, experience and competency in relation to the scenario, to how
they get things done, and also the style by which they do it.

From the interviewee's perspective, these questions commonly start with a

scenario and a question as to how you as the interviewee would deal with it. Or
the question might ask you to give an example of how you have handled a
particular situation or challenge in the past. Or the interviewer might ask how
you would approach a current situation in their own organisation.
In these cases the interviewer will often judge your answers according to how
much they agree with your behavioural approach. The questions may initially
seem or be positioned as competency-based, but often the interviewer will be
treating this really as a question of behaviour and style.

And as ever, without going to unreasonable lengths your answers should reflect
the style expected/preferred/practised by the interviewer/organization. People
like people like them.

For instance - a results-driven interviewer, certain high achieving dominant

personalities, aspiring MD's, certain ruthless types, will warm to answers with a
high results-based orientation (eg '....I focus on what needs to be done to
achieve the task, to get the job done, to cut through the red tape and
peripherals, ignoring the distractions, etc. Strong incentive, encouragement,
clear firm expectations and timescales, deliverables, etc........' - the language of
the achiever.

Alternatively, if you find yourself being interviewed by a persuasive, friendly,

influential, egocentric type, (lots of sales managers are like this) then frame your
answers to mirror that style - '.....I use persuasion, inspiration, leading by
example, helping, providing justification, reasons, empathizing with the situation
and people who are doing the job, motivating according to what works with
different people, understanding what makes them tick...' - all that sort of stuff.

HR interviewers are often 'people-types' and will warm to answers that are
sensitive, and take strong account of people's feelings, happiness, well-being,
sense of fairness and ethics, honesty, integrity, process, accuracy, finishing
what's been started, having a proper plan, steady, reliable, dependable, etc. -
the language of the fair and the disciplined.

Technical interviewers, eg., MD's who've come up through science, technical,

finance disciplines, will warm to answers which demonstrate the use of accuracy,
plans, monitoring, clearly stated and understood aims, methods, details,
checking, measuring, reporting, analyzing.

These are generalisations of course, but generally relevant in most interview

situations when you are asked 'How would you ...?'

Obviously be true to yourself where you can. It's a matter of tint and orientation,
not changing your colour altogether.

Occasionally you might meet a really good interviewer who is truly objective, in
which case mirroring is not so useful - whereas confidence, maturity, integrity,
flexibility, compassion, tolerance, pragmatism are, and as such should be
demonstrated in the way you answer questions of a balanced mature non-
judgemental interviewer.

Interviews can be a bit of a game, so when you see that it is, play it - the more
you see subjective judgement and single-track behaviour in the interviewer, then
the more advantage there is in mirroring the interviewer's style in your answers.

People like people like them. Which very definitely extends to assessing
behaviour-based competency.

salary negotiation at interviews tips

The best time to negotiate salary is after receiving a job offer, and importantly
before you accept a job offer - at the point when the employer clearly wants you
for the job, and is keen to have your acceptance of the job offer. Your
bargaining power in real terms, and psychologically, is far stronger if you have
(or can say that you have) at least one other job offer or option. A strong stance
at this stage is your best chance to provide the recruiting manager the
justification to pay you something outside the employer's normal scale.

If there's a very big difference between what is being offered and what you
want, say more than 20%, you should raise it as an issue during the interview
for discussion later (rather than drop it as a bombshell suddenly when the job
offer is made). Do not attempt to resolve a salary issue before receiving a job
offer - there's no point. Defer the matter - say you'll need to discuss salary in
due course, but that there's obviously no need to do so until and unless the
company believes you are the right person for the job. "Let's cross that bridge
when we come to it," should be the approach.

A job and package comprise of many different things - unless the difference
between what's offered and needed is enormous (in which case the role is simply
not appropriate) both sides should look at all of the elements before deciding
whether salary is actually an issue or not.

The chances of renegotiating salary after accepting a new job, and certainly after
starting a new job, are remote - once you accept the offer you've effectively
made the contract, including salary, and thereafter you are subject to the
organization's policies, process and natural inertia.

A compromise agreement on salary, in the event that the employer cannot

initially employ you at the rate you need, is to agree (in writing) a guaranteed
raise, subject to completing a given period of service, say 3 or 6 months. In
which case avoid the insertion of 'satisfactory' (describing the period of service)
as this can never actually be measured and therefore fails to provide certainty
that the raise will be given.

If you are recruiting a person who needs or demands more money or better
terms than you can offer, then deal with the matter properly before the
candidate accepts the job - changing pay or terms after this is very much more
difficult. If you encourage a person to accept pay and terms that are genuinely
lower than they deserve or need, by giving a vague assurance of a review
sometime in the future, you will raise expectations for something that will be
very difficult to deliver, and therefore storing up a big problem for the future.

second interviews guidelines

At second interviews, unsuitable applicants should have been screened out by
this stage. For certain jobs a decision will be made to offer the job after the
second interviews; recruitments for senior positions may proceed to third
interviews.

Second interview questions should be deep and probing about the candidate and
the candidate's approach to work. The questions should concern detailed and
testing examples and scenarios specific to the particular job, asking how the
candidate would deal with them. This is to discover as reliably as possible how
the candidate would approach the job, and what type of person they are - the
interviewer needs to be sure they will get on with the candidate you and that
they will fit in well.

The interviewer should also probe the type of management that the candidate
responds to and doesn't, and how the candidate would work with other people
and departments, giving specific examples and scenarios.

Tests and practical exercises using actual work material or examples can be
used, which enable a practical assessment of the candidate's real style, ability,
knowledge and experience.

The candidate can be asked to prepare and give a short presentation about
themselves, or how they would approach the job or a particular challenge. This
could involve the use of certain equipment and materials, particularly if such
ability is to be required in the job.

The interviewer should also try to get to know more about the candidate as a
person - to be as sure as possible that this is the right person for the situation;
the interview approach should be probing and gaining practical evidence, proof,
of suitability.
A good second interview should establish as reliably as possible the candidate's
suitability and ability for the specific needs of the job, which includes the work,
relationships, aspirations, and personal background.

There is nothing wrong in the candidate asking the organization prior to the
interview what to plan and prepare for in the second interview - interviewers
should regard this as a positive sign, and it may help the candidate to give some
clear information on what to expect and prepare for.

Certain senior jobs recruitments will involve a lunch or dinner so that the
interviewer and other senior managers or executives can see you in relaxed
mode. This is an excellent way to discover more about the personality of an
applicant.

Group selection (normally a half-day or even whole day) - see below - is a very
good alternative to conventional one-to-one interviews after first interview stage.
Group selection puts all the candidates together for a series of activities and
tasks, which can then be observed by a panel of interviewers. Individuals can be
asked to prepare and give presentations, and various other exercises relevant to
the job. One-to-one interviews follow later in the day when the group has been
reduced in numbers. Group selection takes a lot longer than a conventional
second interview and all candidates should be notified as to the process and
outline agenda.

group selection recruitment method

The Group Selection recruitment method offers several advantages over
conventional one-to-one interviewing, which is a very difficult method of
recruiting the right person. Group Selection recruitment enables a number of
people from the organisation to observe a number of job candidates, as they go
through a series of specially designed activities. Group Selection also offers the
recruiting organisation an excellent opportunity to present the company and the
job in a very professional way, thus appealing to and attracting the best
candidates. Also, the unsuccessful candidates leave the process with a very
positive impression of the organisation and the experience as a whole. Group
Selection also enables the the best people to show themselves to be the best,
often working on real job-related scenarios, which removes much of the
guesswork about people's true abilities. One-to-one interviews always favour the
'professional interviewee' types, who present very well, but then often actually
fail to deliver - 'all mouth and trousers' as the expression has it.

Screening interviews are useful in short-listing candidates for group selections.

For a senior job group selection, screening interviews and psychometric
assessments are recommended to shortlist candidates.
Group selection activities are by far the most reliable way to see what people are
really like, provided the process is carefully planned, managed and facilitated. If
you'd like advice about Group Selection methods or designing a Group Selection
day please get in touch. Here's an outline of the process:

1. Create/confirm job specification, job description, skill-set, and person-

profile.
2. Plan recruitment and induction schedule.
3. Create and place advert.
4. Shortlist applicants from written applications or CV's.
5. Write to candidates explaining selection process, venue, date and time.
6. Plan the Group Selection day or half-day, to include: presentation to them
by senior managers about the company and the role; psychometric tests;
activities, tasks and games for candidates to do, including team and
syndicate work, and individual presentations; lunch; culminating in one-to-
one interviews (usually three or four) involving final shortlisted candidates
with senior managers on rotation.
7. Management review and decision. (Candidates can be asked to leave and
hear later or wait, depending on situation.)
8. Job offers, acceptance, reference checks, induction.

samples of job interviews thank you letters or

rejection letters
From the interviewer's standpoint when writing to unsuccessful interviewees, it's
essential that you do not write anything that could carry a liability for claims of
discrimination, libel or defamation of character. If you are the interviewing
manager or have the responsibility for sending interviews rejection letters and
have any doubt about local policies and laws concerning interviews rejection
letters, consult with your HR department before writing and sending job
interviews letters to unsuccessful candidates.

Generally the safest and kindest way to write an interview rejection letter is to
simply say thank you, and to state that the reason for the interviewee not being
successful is due to there being better qualified candidates. Here is a sample
thank you rejection letter:

Name and address of candidate.

Date
Dear (Mr/Ms/Mrs/Miss Surname)

Thank you for attending the interview (or group selection event) with us on
(date) at (location) for the position of (position).

While you presented yourself extremely well and impressed us very much, I
regret that we are not on this occasion able to offer you the position, due to
there being other better qualified (or more suitably qualified) candidates.

I thank you for the interest and enthusiasm you have shown and wish you all the
best for the future.

Best wishes, etc

sample job interviews 'holding' letter

Here's a job interviews 'holding' letter, to be used when the selection decision is
delayed for some reason, when it is important to acknowledge and thank the
interviewee and keep them informed (and interested) in the position:

Name and address of candidate.

Date

Dear (Mr/Ms/Mrs/Miss Surname)

Thank you for attending the interview (or group selection event) with us on
(date) at (location) for the position of (position).

You presented yourself extremely well and impressed us very much, however the
interview process is still ongoing. We will be in touch as soon as possible to
inform you whether we can offer you the position or not (or when and if we will
need to see you again).

I thank you for the interest and enthusiasm you have shown thus far. Should you
have any questions meanwhile please let me know.

Best wishes, etc

job promotion interviews tips
For interviewers and interviewees, much of the information above in the main
job interviews article is relevant to job promotion interviews.

These tips chiefly focus on interviews rather than group selections. Attending
group selections for job promotion is a different matter, which I'll comment on
briefly now:

Group selection enables the employer's selection panel to observe behaviour and
interaction in a group situation. Job promotion candidates in these situations
should therefore behave in a way that will impress the selection panel, in areas
which the employer logically expects the group selection process or
exercise to highlight. Here are the sorts of behaviours that impress when
demonstrated by group selection candidates: responsibility, integrity, leadership,
maturity, enthusiasm, organisation, planning, creativity, noticing and involving
quiet members of the group, calmness under pressure, and particularly
discovering and using other people's abilities in order for the team to achieve
given tasks.

The remainder of this item concerns job promotion interview situations.

For interviewees, the same principles apply as in new employer job interviews.
Interviewers commonly assess interviewees according to their own personal style
and approach - people like people like them. For example: friendly people like
friendly people; results-driven people like results-driven people; dependable
reliable passive people like dependable reliable passive people; and detailed
correct people like detailed correct people.

As an interviewer, when interviewing try to see the interviewee according to their

own frame of reference not your own - you will make a fairer assessment.

As an interviewee be aware that even the most objective interviewer - even if

aided by psychometric job profiles and applicant test results - will always tend to
be more attracted to applicants who are like them, rather than applicants who
are unlike them; it's human nature.

When as an interviewee you attend promotion interviews, your answers should

be orientated to match the style preferences of the interviewer. Try to see things
in the way they see them, and express your answers and ideas in language and
terms that they will relate to and understand. Don't distort the truth or make
claims you cannot substantiate or deliver - show that you understand how your
boss and/or the interviewer sees the situation, and how they see that the job
needs to be done successfully.

Rebels and mould-breakers are rarely promoted because they are seen as a
threat or liability, so if you have rebellious tendencies it's a good idea to tone
them down a little for the promotion interview. In the rare case that a distinctly
mould-breaking individual is required for the role, such a requirement will be
stated, then by all means go for it, all guns blazing.

At promotion interviews, interviewers particularly expect to hear the applicant's

practical and cost effective ideas and plans for the new job. Be able to
demonstrate how well you understand the business and the organization.

If appropriate, your ideas can be fresh and innovative (especially if the

interviewer is innovative and creative themselves), but you must above all be
able to demonstrate a clear grasp of 'cause and effect', and the importance of
achieving a suitable return on investment or effort.

Promotion almost always involves having responsibility for making decisions

about the use of time and resources. Interviewers need to be convinced that you
understand how to handle this responsibility - to identify priorities, to focus effort
in the right direction, to manage efforts productively - as if you were using your
own money.

Demonstrating clear knowledge and interpretation of policies, processes,

rules, standards, and a firm and diplomatic style when supervising
others, is crucial for promotion into most first-line management or supervisory
roles.

Demonstrating an ability to plan, organise and achieve effective

implementation (of plans, changes and objectives) is crucial for promotion
into most middle-management positions.

Demonstrating an ability to initiate and optimise strategic activities,

giving strong return on investment is be crucial for promotion into most
senior positions.

Demonstrating huge personal commitment and enthusiasm, together with

complete and utter loyalty to your boss and the organization, are always
essential factors for successful promotion interviews. Loyalty and commitment
are essential. The interviewer must be able to trust you to the extent that they
will stake their own reputation on your commitment and ability.

The ability to adapt and be flexible as priorities and circumstances change

around you, is also essential for promotion into most supervisory and
management roles. Interviewers will not promote children or people with
baggage or issues - interviewers promote mature grown-up people. People who
will lighten the management burden, not add to it.

It is important to convey convincingly that regardless of the challenges that

occur on the way, you will always strive relentlessly to achieve your
aims and objectives - and that you will never, ever, ever, let your boss
down.

If you really believe it and feel it, look the interviewer in the eye and say: "Give
me this opportunity, and I will repay your faith in me to succeed in this
job."

references and checking references

As an interviewee it's good to prepare your references in advance, and give the
interviewer a list of your referees with names, positions, employers details, and
all possible contact details. Try to identify (and agree cooperation in advance
from) referees who will be happy to give you a positive reference, and in so
doing, who will support your personality, skills, performance and job history
claims. Provide as many referees as you need to cover the important aspects of
your performance and employment history, plus any specific critical requirements
of the new job (accreditation, record, training, vetting, etc). A healthy list of
referees would normally be between three and five people. It seems a lot, but
it's more impressive than just a couple; it shows you've thought about it
beforehand, and it builds in a bit of leeway for when people cannot be contacted
or fail to respond quickly for any reason.

Generally the more senior and credible your referees the better. It's perfectly
acceptable to list one or two referees from your private life rather than work,
especially if they have a job or status that carries important responsibility
(counselors, police, etc)

If you know that a particularly significant and favourable referee might be

difficult to contact, ask them to provide you with a 'to whom it may concern'
open reference letter as to your character and history, signed by them, on
letterhead - and preferably use and keep hold of the original copy - ask the
interviewer to take a photocopy and give you back the original.

As an employer - employers should always follow up and check successful job

interview candidates' references. Not to do so is irresponsible, especially if
recruiting for jobs which carry serious responsibilities, such as working with
children, disabled people, sensitive data, money, valuables, etc.
You must inform or ask permission from the candidate prior to checking their
references.

The extent and depth to which references should be checked depend on the
situation and the referees given by the job applicant. Certainly make job offers
conditional to satisfactory checking of references, and if as an employer you are
not happy about the referees provided then ask for others. Checking references
can be a very sensitive area, so care needs to be used. Many referees will not be
comfortable providing personal information about a person, not least due to fear
of defaming someone and the liabilities concerned. Postal reference checking is
an alternative to telephoning, although many referees feel less comfortable
effectively making a written record of negative comments, and may be more
forthcoming in a telephone conversation.

Refusal by a referee to provide a reference about someone is obviously not a

helpful sign, and considerable positive feedback from reliable alternative referees
would normally be required to proceed with a job offer following such a
response.

Bear in mind also that the referee may have their own agenda. Take care to
interpret carefully any personal comments which might stem from personality
clash. Try to concentrate on facts with evidenced examples rather than opinions.

References should definitely be checked concerning job-critical areas (relevant to

the new job for which serious liabilities might exist if candidate is not telling the
truth), as should any areas of suspicion or doubt that cannot be resolved/proven
for sure at interview.

And for everyone, irrespective of satisfaction with interview answers, it is

important to check some basic facts with past employers to ensure that the
candidate has not been telling a pack of lies.

Possible areas to check (a sort of checklist - not a fixed agenda):

 CV/career history, dates, salaries.

 Qualifications and training.
 Personal details, age, etc.
 Claims about achievements and performance in past jobs.
 Personality and relationships at work.
 Domestic situation, financial situation.

Seek local qualified advice from your HR department or advisor if in doubt, and
also if you want to use a postal reference checking method, since most HR
departments will already have a standard approved document for this purpose.
..

GROUP DISCUSSIONS
.

A Group Discussion is, as the term implies – a discussion by a group of people. What is
significant is that the discussion involves a free exchange of thoughts and ideas among members
of the group. 'Group Discussion’ is used as a selection
aid to assess the personality of the candidate and determine his or her suitability to the job in
hand. A Group Discussion, as opposed to an interview, takes place amongst a number of
candidates of the same age level, similar educational qualifications, experience and
environmental background who are asked to discuss a subject. The number of participants in
a group can vary but the group will seldom be smaller than 8 people or exceed 15 people. In
most cases a topic or a situation will be given, and the group members will have to discuss it for a
short span of time, usually between 10 to 20 minutes.

A Group Discussion is quite informal and not conditioned by such procedural rules as in the
case of a formal debate. Here the
candidates can say whatever they like and whenever they like on the subject under discussion.
A candidate can speak in
favour of the subject, against the subject or even follow a neutral path. Everything depends on
the interest and ability of each
member in the group. So the candidates are quite free to discuss the topic without any
interference from the examiner. No
one is appointed the leader and no one is the follower.

A Group Discussion is used as a selection criteria for admission to business schools and jobs in
professional organisations,
for two major reasons. First, it allows the selector to observe and form an opinion about a large
number of candidates in a
relatively short span of time. Secondly, the selection panel has the opportunity to assess certain
traits and skills of the
candidates that are not possible to observe in a curriculum vitae, written examination or an
interview. Some traits like
leadership, level of participation, analytical, problem solving, oral communication skills, ability to
handle people, team spirit,
etc. are highlighted in a Group Discussion and can be used as a tool for selection or
elimination.

Groups run industry, government, even the educational enterprise. In fact in almost every
activity of the modern day man,
there is one form of Group Discussion or another. It is this reliance on group activity that Group
Discussions have been given
so much importance.

QUESTIONS THAT EVALUATORS ASK THEMSELVES DURING

G.D.
 Did the candidate speak at all ?
 How much importance does he give to group objectives vis-à-vis his own ?
 What is the knowledge level of the candidate ?
 Does he add value to the discussion by being analytical ?
 What are his analytical skills like ?
 Was he able to provide leadership to the group ?
 Did he carry the group with him or did he antagonise them ? Is he a team player?
 Is he a good communicator ?
 Is he a good listener ?
 Does he understand, appreciate and respect others’ points of view ?
 Did he speak sense ?
 Is he able to sift through a mass of information and quickly focus on the crucial issues ?

Attributes that an evaluator focusses upon in a Group Discussion :

 Language skills
 Comprehension skills
 Academic knowledge
 Leadership qualities
 Initiative
 Oral communication skills
 Analytical and logical skills
 People handling skills
 Ability to work in a team
 Overall demeanor or pleasantness of manners
 General knowledge.

INDIVIDUAL CHARACTERISTICS DEMONSTRATED IN A GROUP

DISCUSSION
1. Leadership Qualities

i) Whether he/she can influence the group.

ii) Whether he/she can convince others.
iii) Whether he/she can be persuasive.
iv) Whether he/she can capture the group’s attention..
v) Whether he/she can come out with original ideas.

2. Spoken English Ability

i) Whether he/she can speak fluently or not.

ii) Whether he/she can speak effectively or not.
iii) Whether he/she can be communicative or not.
 iv) Whether he/she can use proper words or not.
v) Whether he/she can speak with correct pronunciation and diction or not.

3. Logical Expression Ability

i) Whether he/she can speak logically or not.

ii) Whether he/she can be to the point or not.
iii) Whether he/she can analyse the topic or not.
iv) Whether he/she can correlate his points with the topic or not.
v) Whether he/she can relate to the other speakers.

4. Social Traits

i) Whether he/she is a good listener or not.

ii) Whether he/she is cooperative or not.
iii) Whether he/she defends his friends or not (on issues).
iv) Whether he/she lets others speak or not.
v) Whether he/she is of sacrificing or selfish nature.

DOs & DON’Ts :

There are a few Dos and Don’ts in a Group Discussion that must be kept in mind to be able to
bring out the best in oneself,
so as to have the proper impact on the evaluator. These are :

DOs :

1. When other members of the group put up their viewpoint, listen to them attentively so that
you may express either in favour
or against a particular line of argument.
2. Allow a member of the group to express himself to his satisfaction.
3. Try to focus your attention only on the given topic.
4. Try to speak something new which has not been said by the others earlier.
5. Try to put up your case in such a way that your line of argument may become the center of
discussion.
6. Try to take initiative at the most opportune time and express your view in a dignified
language even when you oppose the
viewpoint of others.

DON'Ts :

1. Do not interrupt others when they are expressing their viewpoint.

2. Do not try to impose yourself upon others.
3. Do not feel irritated if some are in disagreement with you.
4. Do not go beyond or deviate from the subject given for discussion.
5. Do not use intemperate or undignified language.
6. Do not behave in a manner unbecoming of a gentlemen/lady.
7. Do not leave any opportunity of taking initiative in the discussion.
8. Do not feel shy to express yourself if you have some unorthodox view to present regarding
the subject.
9. Do not be a silent spectator while a group discussion is going on.
10. Do not lose your temper under any circumstances.
 11. Do not shout – your lung power is of least importance and can even fetch you negative
scores.
12. Do not get personal or make fun of the others – your involvement should be with the topic
under discussion and not with
individual speakers.
13. Do not get unduly emotional during the discussion.
14. Listen to the point made by another before replying, so that your reply is to the point and not
irrelevant.
15. Do not be offensive in your body language, as aggressive facial or bodily expressions are
easily noticeable.
16. Do not try to impose discipline by giving instructions to others.

THE MUSTs & MUST NOTs FOR A CANDIDATE

1. INITIATIVE

The candidate must :

 Evaluate the most opportune moment when he/she should enter into the Group
discussion.

 Have a good understanding of the highs and lows in a Group Discussion.

 Conclude each argument at the right time and in the right manner.

 Enter into the Group Discussion in a well planned and measured manner.

 Have something meaningful to contribute.

The candidate must not :

 Speak just for the sake of speaking and miss the original point of argument.
 Make a feeble entry for the first time which lacks impact. Remember the old adage : “First
Impression is the Last Impression”.
 Become unnecessarily aggressive and butt in without getting the point of the argument.
 Be hesitant about his / her point of view and also should not try to force down his point of
view.
 Make an abrupt exit nor be too long drawn out.
 Lose his self confidence and poise.

2. KNOWLEDGE

The candidate must :

 Have all his / her facts right

 Show depth of understanding of the subject.

 (Both these points are extremely important for a Fact-based Group Discussion)

The candidate must not :

 Show shallow understanding of the subject.

 Reiterate wrong facts or bombard others with data that confuses the issue being
discussed. Also, the candidate should
not throw up lots of irrelevant data.

1. VALUE ADDITION TO THE GROUP

The candidate must :

? Consistently make points that enhance the quality of the subject under discussion.

? Make original and new points that will channelise the group into discussing other angles and
aspects of the topic.

The candidate must not :

? Add irrelevant points and take the discussion off the tangent.

? Insist on small points thus obscuring the critical issue.

? Agree / disagree without any justification.

? Be uncooperative and should not have an attitude that will altogether be unacceptable by the
group.

2. PARTICIPATION

The candidate must :

? Keep coming into the discussion as often as possible.

? Be sustained in his participation till the end in the group.

? Show interest in the activities of the group.

The candidate must not :

? Show interest only at times.

? Lose interest or show disdain in the group’s activities and the topic under discussion and
speak only for duty’s sake.

? Make his presence felt unnecessarily.

3. THINKING / REASONING

The candidate must :

? Be logical and rational in his approach.

? Be consistent in putting forth his opinions on the subject under discussion.

The candidate must not :

? Display irrational arguments.

? Be easily swayed by others or not listen to reason.

? Be unwilling to modify his/her point of view.

? Not vacillate and show inconsistency in his reasoning.

4. COMMUNICATION SKILLS

The candidate must :

? Be able to communicate his ideas fluently and effectively.

? Listen attentively to each member of the group.

The candidate must not :

? Have poor listening skills.

? Have a poor command over the language.

? Be lax in expressing his/her ideas and views.

5. PERSONAL SKILLS

The candidate must :

? Be relaxed.

? Be confident.

? Be pleasant.

? Be courteous.

The candidate must not :

 ? Be flippant.

? Be tense and fidgety (frequent cracking of knuckles etc.)

? Be impolite or rude.

6. GROUP SKILLS

The candidate must :

? Display leadership qualities and be able to steer the group.

? Be able to build up the confidence of the group

? Be able to hold the attention of the group consistently.

The candidate must not :

? Mistake aggressiveness for leadership.

? Let the group become indifferent to him/her.

? Let the group feel that he/she is being disruptive any time during the course of the discussion.

TYPES OF GROUP DISCUSSIONS

There are four major types of Group Discussions, these are :

The Fact Based Group Discussion Topic

Fact Based Group Discussions require that the candidate besides having good communication
skills, poise and leadership
qualities, must also have a sound knowledge of the subject. It is very important that he/she has
his/her facts and figures right
and have an opinion on the issue under discussion. Excellent reading habits of various socio-
economic topics, technology
and current affairs, will be of great help.

For example consider the topic, `India’s Five Year Plans have not worked because of Lack of
Political Will’. A candidate who
does not have much idea about India’s Five Year Plans, reasons for launching the plan, the
Mahalanobis model will find it
difficult to effectively participate in the Group Discussion.

Intuitive Group Discussion Topic

In this kind of Group Discussion, one’s ability to present one’s thoughts in a cogent and logical
manner is very important as
all the participants more or less have the same amount of knowledge in hand.
 For example consider the topic, `Should the Beauty Contests be Banned?’.

The Abstract Group Discussion Topic

Abstract GDs are the most difficult kind of discussions as most of the time participants find it
difficult to even understand the
topic.

For eg. If a topic like “Up the Down Staircase” is being discussed, the candidate’s first task is to
understand the topic and
interpret it. This is usually the most important task in this type of Group Discussion. Many group
members will not be able
to participate in the discussion simply because they are unable to understand the topic. If
confronted by such a topic do not
lose your head. Instead focus on what the topic could mean. Never mind if it means different
things to different people. If you
can logically justify your interpretation of the topic and the group spends some time discussing
the topic along the lines of
your interpretation, you are most probably home and dry.

In most Abstract Group Discussions, participants are uncomfortable with the topic, the
discussion is not animated, there are
long awkward silences and no one is keen to open the discussion. In such a case the
evaluators will give credit to participants
who give direction to the Group Discussion by a creative interpretation of the topic. This is the
best forum to think laterally. Do
not get too literal about the topic. Think of different interpretations and then discuss some or all
of them depending on the
reaction of the other participants. Another example of Abstract GD can be the topic: `We think,
therefore, we are”.

The Case Study Group Discussion Topic

This is a specialised type of technique used mainly at the IIMs entrance / Recruitment in various
professional organisations.
A business situation (usually a decision problem faced by an organisation or a manager) is
depicted. Participants have to
discuss the situation and recommend the appropriate course of action. Here all the participants
possess an equal level of
information about the situation since the same case is given to everybody.

Skills that the evaluators are looking for in a participant are :

1. The information processing skills

2. Analytical skills
3. Group skills
4. Ability to identify the real reasons for the problems.
5. Ability to identify: ‘ What is not the problem?’
6. Ability to generate alternative solutions to the problem.
7. Selection of the most appropriate alternative.
It is important to logically justify why the alternative recommended is the best in your opinion.
Here what is important is your
 framework for analysis. You will almost never run out of things to say if before starting the
discussion, you have analysed the
case in a systematic manner.

Example of Case Study :

Mr. Rohit Talwar passed out of IIT, Delhi in the year 1992, after which he did his MBA from IIM,
Calcutta in the year 1994.

He joined CITIBANK as a Management Trainee from the campus itself in 1994. In the next
three years, he rose to the position
of Head of Merchant Banking Division of Northern Region, based in Delhi. He was rated a
STAR Performer and identified by
CITIBANK as the future President of Indian operations and, as such, was put into the fast track
of promotions.

As a part of Human Resources Development, Rohit was sent to London Business School for
one year’s advance training.
However, on his return to India, Rohit was offered a job in a Senior Managerial position by the
competing Grindlay’s Bank on
a salary raise of 210%, in Delhi itself.

Rohit talks about it to his boss Mr. Subramanian in Mumbai, with the implied intention of
coercing Mr. Subramanian to match
his salary with the competing offer.

Mr. Subramanian is in a dilemma. If Rohit is given an out-of-turn raise or promotion, he will

offend others of his cadre, who are
equally qualified and capable.

DISCUSS WHAT SHOULD MR. SUBRAMANIAN DO ?

PREPARATION FOR GROUP DISCUSSIONS

Learning about and preparing for Group Discussions can be done by reading literature on the
same. However, learning alone
does not guarantee success in executing these skills. In addition to reading literature,
participating in simulated exercises
and by observing others, one can develop one’s own style. Listening to criticism will enable one
to correct one’s errors and
learn more effective ways of behaviour. What really matters is :

1. Knowledge is important

The first thing that evaluators look for in a Group Discussion performance is knowledge. The
topic will usually be general
enough for a well read candidate to actively participate in the discussion. The key term is well
read. Many topics which may
seem specialised to you today are actually quite general, if you read magazines and
newspapers regularly. However, the
topic can often be such that if you don’t read regularly you may find that you are out of your
depth and get filtered out by the
choice of the topic itself, and evaluators do want well read and aware candidates. At the same
time they do not like to give
highly specialised or technical topics since that would give an unfair advantage to candidates
who have prior knowledge in
that area. Needless to mention, aware students maintain their own scrap books of important
articles / news items, duly
collated.

2. Logical thinking is important

Logical thinking includes understanding the topic, quality of arguments, analysis, justifications
for stance, a balanced point
of view and not jumping to conclusions. A logical person will first be clear about the definition of
all the terms in the topic,
which would then lead to a good understanding of the topic. He will take an objective view of
both sides of the argument
before taking a stand. While stating his / her stand he / she will give justifications.

3. Group Skills are important

This is perhaps the most important set of attributes that evaluators look for. The evaluator is
examining :

? How good is the candidate at dealing with people ?

? Is he / she a good speaker ?
? Is he / she also a good listener ?
? Does he / she antagonise people or is he / she able to carry them with him / her ?
? Does he / she resolve conflict and build a consensus ?

These skills cannot be acquired by just reading a magazine article or a book. These have to be
learnt by practice and by
observing others. These skills have to be learnt by analysis, preparation and practice.

GUIDELINES FOR GROUP DISCUSSIONS

To make a Group Discussion effective the following points have to be kept in mind :

1. Goal Directed Discussion

Any Group Discussion is an exercise intended to accomplish some goal that an individual
cannot attain. The Group
Discussion is effective if it is measured by the quality and quantity of participation by an
individual and also by the fact that
whether the group has been able to reach some sort of a consensus on the issue at hand.

2. Responsibility for Group’s Effectiveness

It often happens that participants shirk responsibility by not contributing to the discussion and
prefer to hand it over to those
who are ready to take over the process. By doing this they not only deprive themselves of
effective participation but also
impair the effectiveness of the group.

3. Cooperation & Positive Attitude

Conflict when it is healthy should never be avoided so that a problem is viewed in totality and
alternatives can be sought.
Therefore, when conflicting views arise they should be resolved by active participation with a
positive attitude. It is acceptable
to disagree as long as you are not disagreeable and a consensus must be reached.

4. Leadership for Effectiveness

Unlike an organisation, where leadership is hierarchical, and one’s position in the organisation
is determined by the level the
person is operating at, no actual leader can be elected in a Group Discussion. However it has
been seen that once a topic is
selected a leader usually emerges who takes it upon himself to guide the group’s discussion. At
this junction the best option
would be to utilise this person as a facilitator as no leader has actually been elected, so as to
ensure a smooth flow of ideas
and information.

ELEMENTS OF A GROUP DISCUSSION

In order to be able to take part in a successful Group Discussion, it is necessary to understand
the elements / features of
interaction :

1. Verbal Communication

This feature is the single most important influence on how a group operates and what it
achieves. Talking and listening are the
substance of problem solving. However, the quality of talk cannot be gauged merely by the
level of participation. While it is
true, in most cases productive group members are the ones who talk the most at certain times
conversational bullies and
time wasters also, take up a lot of time. Furthermore, a focus on talking alone does not take into
account the importance of
listening. Both quality and quantity of participation are important and listening too is an integral
part of communication.
Relatively equal participation of all members is necessary so that :

a) maximum ideas are brought up and discussed

b) this leads to greater satisfaction amongst all the group members
c) if there has been effective participation the likelihood of a consensus is also higher.

2. Body Language

`Winning’ the first impression is very important, because you will not get a second chance. You
can impress people even
 before you say a single word. Your movements and posture must be active, positive, alive and
responsive to make you
acceptable immediately to the group as well as to the examiner who is watching you very
keenly. Your body language should
reflect your confidence, openness, readiness and cooperation. Your ideas should radiate
sincerity, friendliness and positive
ideas.Your voice should reflect your warmth and depth of your knowledge so that you can draw
everybody’s sincere attention,
the moment you initiate your presentation. Try to be a problem solver, somebody who wants to
lead the discussion to a
positive end.

Non-verbal messages that are sent out without or in addition to words through body language
form a major part of
communication. Behaviour of the face and gestures of the hands and body can easily befriend
or antagonise others. This is
true because 65% to 90% of emotions are transmitted through non-verbal messages. Body
language such as facial gestures,
physical position, eye contact and tone of voice indicate feelings and levels of interest. For
example, boredom is suggested
when a members turns away or looks aside when someone else is speaking. Conversely keen
interest is indicated by a
member who sits erect, faces the speaker and maintains direct eye contact. Sometimes, non-
verbal clues are complete
messages in themselves. A nod of the head signifies agreement whereas shaking of the head
signifies disagreement.

3. Norms & Conformity

Norms are standardized patterns of belief, attitude, communication and behaviour within groups
and grow out of member
interaction. What would be the norms of a group discussion? Certain norms of individual
behaviour such as being polite,
listening to others points of view, not being too overbearing, giving people a fair chance to
participate, etc. should be kept in
mind.

4. Power

In the organizational situation, power comes from occupying a position in the hierarchy. Power
can also be earned by a
demonstration of efficiency and competence in the discussion. It is important to note that all
members in our situation have
the same amount of power to begin with. But during the course of the discussion some
members earn more power by their
ability to contribute more meaningfully thereby garnering the support of others. The advantage
of having power in a group
discussion is that powerful members are the centers of communication in a group – they talk
more, and most importantly,
others talk more to them than to people with lesser power. There seems to be a reciprocal
relationship between participation
and power. Interaction of forces within a group system renders people with little power unable
to participate, which makes
 them even more marginal until they break off from the group or become hostile to it. This harms
the group as it eliminates a
potential contributor.

5. Cohesion

This refers to team orientation and the feeling of `we-ness’ rather than `one-ness’. Generally
groups should pull together and
agree on major issues such as the `nature of the task’ and the `goals’ they hope to achieve.
The options on how to go about
achieving these `goals’ may differ and each alternative may be discussed at length. However,
when a goal has to be reached
and everyone is clear on that, it will ultimately be reached. Cohesion can come about only
when :

a) members are willing to sacrifice personal opinions to uphold group norms

b) there are shared needs, interests and goals.

6. Decision Making Styles

There are three distinct ways by which decisions can be made :

a) Consensus – It means a unanimous agreement by all members. This form of decision

making will, in all probability, not be
possible in a situation such as ours as it requires too much time (which is not available to us)
and may also involve too many
compromises (which again may not be healthy).

b) Negotiation – It involves bargaining among members to build a solution that honours each
person’s position on particular
issues. This form of decision making is less time consuming and makes bolder decisions as all
members need nor fully agree
with the decision. One drawback is that there is a tendency to arrive at piecemeal solutions.

c) Voting – The obvious advantage of such a decision making process is its efficiency. It is the
quickest and most decisive
way of settling issues. However, voting may create divisions, polarizing winners and losers and
generating resentment and
frustration.

None of the above mentioned processes are perfect. Selection of the method should be guided
by the nature of decision
expected to be made and the time frame within which it has to be arrived at.

When there is a discussion based on a particular case-study then having an agenda is of

utmost importance. For any type of
formal discussion, there must be an agenda or method for handling business. Without a basic
structure for discussion, it is
unlikely that a group will conduct the kind of systematic thorough investigation necessary for
wise decision making. There
must be a 'standard agenda’ for a group discussion, which could be as under and which could
be able to find answers for
these questions :

1. Understanding the Charge :

a) Why is the group in existence ?

b) What is it to do ?
c) What form does its output take ?
d) Who gets it ?
e) What is to be done with it ?

2. Understanding & Phrasing the Question :

a) What precisely is the group to examine or inquire about ?

b) What do the words in question mean ?
c) Are all the technical words and issues clear to the members ?

3. Fact Finding :

a) What are the symptoms of the problems ?

b) What is the cause of the symptoms ?
c) What is happening that should not be happening ?
d) What is not happening that should be happening ?
e) Who is suffering from the situation ?
f) What will happen if the situation is not remedied ?
g) How must the question be modified in light of fact finding ?

4. Setting Criteria & Limitations :

a) What is possible (as opposed to what is desirable)?

b) What are the legal, moral, financial, practical and logistical limits on decision making ?
c) What would be happening that is not happening now ?
d) What will stop happening ?

5. Discovering & Selecting Solutions :

a) What are the alternatives ?

b) How does each meet the goals ?
c) How do they measure up against the limitations ?
d) Which provides most of what is wanted with the least harm ?
e) Which one should be selected ?
f) Who is to do what, when and where, with what projected effect and how will it be paid for ?
g) What evaluation plan can be used to measure the effectiveness of the solution ?

6. Preparing & Presenting the Final report :

a) What must be written down ?

b) What must be said ?
c) When, where and to whom ?
d) How can the final report be most persuasively presented ?
The ten commandments of communication:

a. Seek to clarify your ideas before communicating.

b. Examine the true purpose of each communication.

c. Consider the total physical and human setting whoever you communicate

d. Consult others, when appropriate in planning communications.

e. Be meaningful while you communicate, of the overtones as well as the basic

content of your message.

f. Take the opportunity, when it arises to convey something of help or value to the
receiver.

g. Follow up your communications.

h. Communicate for tomorrow as well as for today.

i. Be sure your actions support your communications.

j. Seek not only to be understood but to understand as well - be a good listener.

Body language

GESTURE MEANING
Arms crossed on Chest Defensiveness
Head tilted Interested
Stroking Chin Evaluation, judgement
Touching nose Rejection, Denial
Unbuttoned coat Agreeableness Receptivity
Unbuttoned shirts Aggressiveness
Joined finger tips Confidence, pride
Hand before mouth Uncertainty/Insincerity
Hand along cheek Contemplation, Evaluation
Pupils of eye dilated Interest
Excessive blinking Anxiety
Rubbing back of neck Frustration
Leaning forward Interest
Leaning Backward Reserved judgement

Sample Questions
1. Tell us about yourself.

2. Why do you want to pursue management as a career? (Justify with reasons)

3. What are your career objectives? (both long term & short term)

4. What do you feel about your academic performance till now?

5. Which is your favorite subject? (Be prepared for question in this area)

6. How do you spend your leisure time/spare time?

7. One significant achievement in your Life till now. Elaborate why?

8. What are your strengths and weaknesses?

9. What would you do if you do not get selected to any of the management schools?

10. Who is your idol? (Be prepared for further questions)

11. Why should I select you?

12. What is management, define it?

13. Which branch of management do you want to join? Define that branch and why
do you want to go for this branch only?

14. Your previous background and now what are you doing at present and what you
have done?

15. If you are from any background/Science/Commerce/Arts/Engineering/. Then why

do you want to go for management, when there are already better prospect in it?

16. Your strong/weak points, how you got to know about it. How is your strong points
going to help become a good manager. Don't you think your strong points is , your
weak points and Don't you think your weak points can be hurdle for becoming a good
manager.

17. What do you consider yourself after two months/two years/5 years/10 years

18. What is your ultimate career fantasy?

19. What will be your contribution to our institute?

20. What will be your reaction if you are rejected?

21. Your hobbies/interests.

 TECHNICAL QUESTIONS ON IT

22. Special achievement if any and why?

23. Worst moment of your life and why?

24. Best moment of your life and why?

25. Why this institute only?

26. Work experience if any detail?

27. Have you read any book (general/management)

a) Brief
b) Morale
c) How this book is going to help you in becoming a better manager.

Interview Assessment

The interviewer scores the candidates on certain pre-determined parameters, which,

according to him, constitutes the essential requirements for the assignment on. The
criterion/criteria used by him for evaluation may be single or multiple with respect to
each parameter.

Some of the important parameter and the criteria generally used for evaluation are
listed below:

1. Intellectual Attainments:

(a). The depth of knowledge of the subject of the candidate's choice as well as of
other subjects.

(b). Practical knowledge - as to how a candidate applies his theoretical knowledge in

practical situations

(c). General knowledge, current affairs, everyday science, controversial topics,

sports social issues, newspaper headlines etc.

(d). Grape - as to how quickly a candidate understands the question as subject.

2. Power of Expression:

(a). Fluency: as to how quickly the candidate converses in the oral medium of
communications.

(b). Logic in argument: as to how rational, clear-headed, analytical and systematic

the candidate is in presenting his arguments.
(c). Convincing ability: as to how the candidate is able to lend conviction to his
arguments.

3. Personal traits:

a). Personal disposition: Smiling, cheerful and pleasant.

(b). Liveliness demonstrated: as to how eager, alert, sprightly and ambitious the
candidate is.

(c). Enthusiasm: Does the candidate display keenness and interest in his approach?

(d). Dress and turnout: Smart, clean and suited to the occasion. Neat clothes,
proper haircut, clean nails and polished shoes.

(e). Poise: Graceful movements, confident approach, straight walk, eye contact.

(f). Punctuality

4. Career objectives:

(a). Clear aim - His ambition and goal in life.

(b). A systematic approach towards career planning.

(c). Analysis of his strength and weaknesses.

5. Character:

(a). Integrity and moral values.

(b). Sincerity and loyalty.

(c). Self discipline.

6. Health and physical stamina:

(a). Participation in sport and other physical endurance activities like trekking,
camping etc.

7. Hobbies and Interests:

a). Optimum utilization of spare time for developing self interest in leisure activities
like reading, cinema, music, philately, fine arts etc.

8. Dynamic Qualities:
(a). Self confidence

(b). Initiative and enterprise

(c). Industrial temperament

(d) Decision making abilities

(e) Resourcefulness

( f). Motivation

9. Psychological Factors:

(a). Positive thinking, confident and determined approach

(b). Optimistic and hopeful outlook

(c). Absence of anti-social or negative qualities.

10.Social Qualities:

(a). Sense of responsibility

(b) Adaptability and flexibility.

(c). Preference to group life and activity.

(d). Ability to influence others and get things done

Every candidate will have a certain degree of proficiency in each of the areas
mentioned above. A careful introspection by the candidate will reveal his strengths
and weaknesses with respect to the various criteria. By rigorous preparation,
training and practice the candidate can improve himself in spheres in which he lacks
ability.

Format for Assessment

CRITERIA POINTS SCORE

A.EDUCATIONAL BACKGROUND 10
1. Breadth & depth of knowledge in
the subjects studied.

2. Ability to apply theoretical concepts

to practical considerations

3. hobbies and other pursuits

 4. Career plan-clarity of goals and
consistent strategy to achieve them
B. CONCEPTUAL SKILLS
5.Mental Alertness-General awareness
of local/national/world problems and
ideas leading to their solution

6. Judgment -ability to analyze clearly 10

and to arrive at sound conclusions

7. Creativity-novelty of approach &

ability to evolve alternative
suggestions
C HUMAN SKILLS
8. Maturity, level-headedness-poise
and confidence

9. Communications Skills-clarity of
ideas and expression-ability to listen 10
attentively

10. Leadership Skills-sincerity,

enthusiasm and friendliness-ability to
lead a group

30
TOTAL

Above 20
Less than 10 points Between 11 & 20
Above average
Below average Average

PLEASE NOTE THAT THE WEIGHTAGE GIVEN TO PERSONAL INTERVIEWS IS

MORE THAN THAT GIVEN TO G.D.'s
Interviewee's Checklist
Interviewee's checklist Preparation:

1. Were you familiar with the organization/institute's requirements (behavioral

and others)?
2. Did you work out a strategy and plan?
Greeting and rapport:
3. Did you establish a good rapport right in the beginning by maintaining an
affable posture and sociable poise?
Giving information:
4. Did you listen fully and attentively to the questions before answering?
5. Did you give open-ended answers?
6. Did you draw upon your past experience to illustratively express your
answers?
7. Did you attempt to think logically and reason out with the interviewer in the
case of probing and hypothetical questions?
8. Did you fall into the yes/no trap questions?
9. Did you summarize, to confirm what the interviewer asked?
10. Did you make the interviewer talk by asking him for feedback?
11. Did you get bogged down by unpleasant questions?
12. Did you avoid telegraphic answers?
13. Did you interrupt he interviewers too often?
14. Could you notice a pattern emerging during the interview?
15. Was the interview more of a conversation or a question answer examination?
Parting:
16. Was the parting smooth, comfortable and promising? Self-evaluation:
17. Did you manage to present your strengths convincingly to the board?
18. Did you avoid the following traps?
(a) Jumping to conclusion
(b) Answering loaded question
(c) Getting into arguments on morals and integrity.
(d) Undermining the interviewers.
(e) Exaggerating your claims.
(f) Breaking down under stress.

Cross-checking ones performance in an interview with the above check-list will help
one prepare better for future interviews.
GD Topics:

1. Euthanasia should be legalized.

2. The role of press advertising has diminished with the advent of TV.
3. India does not need OKE but cheaper rice.
4. The opportunities and challenges facing India in a unipolar world.
5. India needs a benevolent dictator for the next five years.
6. There should be compulsory sterilization after the first child.
7. India should review its nuclear option in the light of the recent utterances of
Benazir Bhutto.
8. Nelson Mandela - Fighting a bigger battle.
9. Film Censorship should be abolished.
10. Voting age for Indians should not be lowered to 18 years.
11. Students must take active interest in politics.
12. In order to check AIDS sex with foreigners and NRIs should be banned.
13. The government should nationalize foreign banks
14. Prohibition should be enforced throughout the country
15. Capital punishment should be abolished.
16. Art cinema is India lacks entertainment value.
17. Cricket is a waste of national resource.
18. Yesterdays man was a finance man, toadies is a marketing man, tomorrow's
will be an HRD man.
19. Communism is irrelevant in today’s world.
20. Use of drugs in sports is justified.
21. India cannot afford a sporting extravaganza like Olympics.
22. In order to check brain drain, IIT graduates should be made to sign a bond to
serve for five years in the country.
23. Religion based political parties should be banned.
24. India should cut her defence expenditure.
25. Reservations for SC/STs is necessary for their upliftment.
26. Our education system has drove ineffective.
27. India should follow a two-party system like the U.S.
28. The world is a sager place today as compared to two years ago.
29. India should review its politics towards Israel.
30. The Indian Army should reoccupy POK.
31. With the lowest industry growth rate since Independence, India’s
liberalization policy has been proved ineffective.
32. One man’s terrorist is another’s martyr.
33. What India needs most is a presidential form of government?
34. Corruption is a necessary evil for success is any sphere.
35. Modern English education has alienated the Indian youth from the
mainstream of the country’s life.
36. Work experience must be a pre-requisite for management education.
37. Modern management education is a perfect example of old wine in new
bottles.
38. Public sector in India is a while elephant.
39. Unity in India is a myth.
40. Communism is for the poor, capitalism is for the rich.
41. There is life after death.
42. Women’s liberation is nothing but bra-burning.
43. Use of guinea pigs for medical research must be banned.
44. Politics is the last refuge of the uneducated scoundrel.
45. Art is a four lettered word.
46. The Islamic bomb will lead to world peace.
47. Advertising is a wasteful expenditure.
48. Exploitation of the female anatomy should be banned in advertising.
49. Love marriage is the best form of marriage.
50. There must be some controls for the Indian press today.
51. Doordarshan must be made autonomous.
52. There should be compulsory army enlisting for every male citizen of the
country.
53. A wise man is he who prepares his wife for widowhood.
54. Capitalism and communism are in the process of merging together to form a
new politico economic order.
55. Sex education should be made compulsory from high school onwards.
56. Ragging is a necessary evil.
57. The biggest problem-confronting mankind today is….
58. Destruction of this planet earlier than expected would be due to a faulty basic
premise in economic called “growth”.
59. Professional sportsmen/athletics should be allowed to participate in the
Olympics.
60. Burgeoning growth of metros like Bombay can be stopped only be removing
the slums.
61. Value based political has no place in Indian politics.
62. Drug peddlers should be sentenced to death.
63. Doordarshan and Air should be privatized.
64. Indian capital markets have come a long way.
65. Yesterday’s was a joint family, today’s a nuclear family, and tomorrow’s will
be a ‘no family’.
66. Religion is the root cause of all evils in India.
67. Indian film industry is on its death bed.
68. Screening of cigarette and liquor ads should be allowed on TV.
69. Income tax should be banned to avoid tax evasion.
70. India should align with the U.S. to accelerate industrial growth.
71. Democracy in India is nothing but civilized monarchy.
72. Increasing automation is the only key to industrial growth in India.
73. Only God can save India.
74. Cow slaughter must be banned in India.
75. Sale of gold to the public must be stopped to prevent wastage of national
resources.
76. Art is a four letter word.
77. Lip, Lip & Away.
 78. When Red sees Red he turns Red.
79. Women Reservation.
80. Conversion: Necessary Evil.
81. Visit of Clinton: Myth of reality.
82. How to check Hijacking.
83. Budget 99-2000 (Myth or reality).
84. Future of Coalition Govts.
85. Match fixing: We are responsible.
86. Only cons is change.
87. Which is best branch of Mgmt.
88. Solution is Pakistan.
89. Democracy or Democracy in India.
90. Legalise Corruption.

GUIDELINES FOR GROUP DISCUSSION

Group Discussions requires that a number of persons with different ideas and points
of view come together and talk in order to solve a problem they have in common. To
make a group discussion effective the following points have to be kept in mind.

1. Discussions must be GOAL DIRECTED. Any Group Discussion is an exercise

intended to accomplish some goal that the individual acting alone could not attain.
The effectiveness of a Group Discussion is measured not only by the quality and
quantity of individual participation's but also by the fact that whether the group as a
whole has been able to reach some sort of consensus on the issue at hand.

2. Every member must be RESPONSIBLE for the group effectiveness. Too often it
happens that certain non-participants start abdicating personal responsibility to
contribute to the outcome. Simply by not participating, they permit people with total
Italian ldeas to takeover a democratic process. Whenever a group member decides
to escape the responsibility of making a decision he not only impairs the
effectiveness of the group but also loses out in the bargain.

3. Every members must aim for COOPERATION rather than CONFLICT and should
have a positive ATTITUDE. Conflict, provided it is healthy should never be avoided
as it helps to looks at a problem from various angles and come up with alternatives.
Therefore whenever conflicting view points arise, active participation's and a positive
attitude should resolve them. In a Group Discussion, it is O.K. to disagree so long as
one is not disagreeable. Every decision need not be arrived at by consensus. There
are bound to be times when groups will have to bargains and come to a negotiated
settlement: at times, It may even be necessary to vote.

4. An effective discussion requires leadership.

This problem is resolved easily when the group consists of persons known to each
other and working in the same organization. The hierarchy usually decides the
leader. But in a situation such as ours, where we may be seeing each other for the
first time, this part of deciding on a leader, to monitor and guide the discussion, is
very difficult. It has however, been noticed that once the discussion on a particular
issue starts, a leader normally emerges who takes it upon himself to guide the Group
Discussion. The ideal thing to do for such a person (since he has not elected and has
no formal powers of a leader) would be to act as a facilitator and ensure a smooth
flow of ideas and information.

An effective discussion will logically lead to and effective decision. The effectiveness
of a groups final product is after all, the bottom line in evaluating the groups
success. According to Maier the formula for an effective decision is :
ED = Q X A
Effective Decision = Quality X Acceptance

Quality is measured by objective information such as problem situation, cost of

implementation, creative problem solving ideas etc. Acceptance refers to the degree
to which the decision garners commitment from those who implement and work with
it. It would mean the extent to which an individual believes in the decisions taken by
the group.

In order to be able to take part in a successful group discussion it is necessary to

understand the elements / features of interaction. They are :

1. Verbal Communication : This feature is arguably the single most important

influence on how a group operates and what it achieves. Talking and listening are
the substance of problem solving. However, the quality of talk cannot be gauged
merely by the level of participation. While it is true that in most cases productive
group members are the ones who talk the most, at certain time conversational
bullies and time wasters too take up a lot of time. Furthermore, a focus on talking
alone does not take into account the importance of listening. Both quality and
quantity of participation are important and listening too is recognized as an integral
part of communication. Relatively equal participation of all members is necessary so
that
(a) maximum ideas are brought up and discussed
(b) This leads to greater satisfaction amongst group members
(c) Finally if there has been effective participation the likelihood of a consensus is
also higher.

2. Non- Verbal Behavior : Non - verbal messages which are sent without or in
addition to words form a major part of communication. Behaviors of face and
gestures of the hands and body can very easily befriend or antagonize others. This is
true because 65 to 90 percent of emotional meaning is transmitted through non-
verbal messages. Facial gestures, physical position, eye contact and tone of voice
indicate feelings and levels of interest. For example, boredom is suggested when a
member turns away or looks aside when someone else is speaking. Conversely keen
interest is indicated by a member who sits erect, faces the speaker, and maintains
direct eye contact. Sometimes non- verbal clues are complete messages in
themselves. A nod of the head signifies agreement whereas shaking of the head
signifies disagreement

3. Norms an Conformity: Norms are standardized patterns of belief, attitude,

communication, and behavior within groups and grow out of member association.
What would be the norms of a group discussion? Certain norms of individual behavior
such as being polite, listening to others points of view, not being too overbearing,
giving people a fair chance to participate, etc. should be kept in mind.

4. Power : In the organizational situation, power comes from occupying a position in

the hierarchy. Power can also be earned by a demonstration of efficiency and
competence in the discussion. It is important to note that all members in our
situation have the same amount of power to begin with. But during the course of the
discussion some members earn more power by their ability to contribute more
meaningfully thereby gathering the support of others.

The advantage of having power in a group discussion is that powerful members

(those who have earned more power) are the centers of communications in a group -
they talk more, and most importantly, other talk more to them than to people with
lesser power, There seems to be a reciprocal relationship between participation's and
power. Interaction of forces within a group system renders peoples with little power
to unable to participate, which makes them even more marginal until they break off
from the group or become hostile to it. This harms the group as it eliminates a
potential contributor.

5. Cohesion: This refers to team orientation and the feeling of "we-ness rather than
'one-ness'. Generally groups should pull together and agree on major issues such as
the 'nature of the task' and the 'goals' they hope to achieve. The options on how to
go about achieving these 'goals' may differ and each alternative may be discussed at
length but when a goal has to be reached and everyone is clear on that, it will
ultimately be arrived at. Cohesion can come about only when
(a) members are willing to sacrifice personal opinions to uphold group norms
(b) there are shared needs, interests and goals.

6. Decision making styles: There are three distinct ways by which decision can be
made.
a) Consensus: It means a unanimous agreement by all members. This form of
decision making will, in all probability, not be possible in a situation such as ours as
it requires too much time (which is not available to us) and may also involve too
many compromises (which again may not be healthy).
b) Negotiation: It involves bargaining among members to build a solution that
honors each person’s position on particular issues. This form of decision making is
less time consuming and makes bolder decision, as all members need not fully agree
with the decision. One drawback is that there is a tendency to arrive at piecemeal
solutions.
c) Voting: The obvious advantage of such a decision making process is its efficiency.
It is the quickest and most decisive way of settling issues. However, voting may
Create divisions, polarizing winners and losers and generating resentment and
frustrations.

FAQ regarding GD’s

1. Are we allowed to carry a piece of paper during the G.D. for noting down
some important points?
Ans.- Normally you are allowed to carry a pieces of paper, but there might be some
instance where you are specifically forbidden to.
2. Is there any particular seating arrangement, which is favorable to the
participant?
Ans- If participants are asked to sit in a circle or a semicircle, one position is as good
as any other. But if you are asked to sit on either side of a rectangular table, then try
to chosen a position as close to the center as possible.

3. Should we begin the G.D. by appointing a leader amongst ourselves?

Ans- No, you should not. Leadership in a G.D is established implicitly through one' s
performance in the GD.

4. Should we distribute the total time available to all the participants to

ensure those everyday gets a chance to speak?
Ans- Since a G.D is not like a debate or elocution, the participants should not resort
to he strategy of distributing time amongst themselves.

5. Can we take a definite stand right away and them later on during the G.D
switch over to the other side of the argument?
Ans- Yes, provided you do it in the right way. In a G.D it is quite likely that some
other participant’s counter-argument convinces you to your point. If this happens,
then it is best if you accept his argument and explain to the group how your previous
argument was true within a narrow range, and how the new argument is applicable
to a broader range. Naturally, it is safer not to make any rash statements for or
against the topic before you learn the facts of the arguments. Blindly taking a stand
will definitely lead you into trouble. This does not mean that you should sit on the
fence. You may participate actively by pointing out issue on both sides of the
argument in a reasonable and logical manner.

6. If we do not understand the meaning of the topic, should we ask the

moderator to explain it to us?
Ans - No, You cannot ask the moderator the meaning of the topic. Instead of
displaying your ignorance in this manner, it is better to wait for some other
participant to explain the meaning of the topic. So listen to the discussion carefully
for the first three or four minutes, and when you have gained some idea about the
topic, participate in the discussions.

7. Should we address the other participants by their names or by their

assigned numbers?
Ans - As far as possible, you should avoid the use of names or numbers. It is better
to use pronouns such as 'he', ‘she’, 'you', etc, while referring to the other members
of your group.

8. Are we expected to stick to the normally accepted line of thought or can

we come up with something radical?
Ans-In a G.D, your creativity in thinking is very important. This means that you are
supposed to come up with ideas and convince the group about the workability of
your idea. There is no defined norm about ideas, other than that; they should be
relevant to the topic.

9. If I feel strongly about an issue, should I voice my feelings?

Ans - There are many topics, which you may feel deeply about. However, it is
important to be cool and emotionally stable during a G.D If you let yourself get
involved at a personal level with the topic, or react emotionally o statements of other
participants, you are likely to lose control over yourself during the G.D Remember
that while it is important to say what you feel, it is equally important to be able to
speak in a calm and logical manner.

10. Can I use technical terms or jargon, which is clear to me, but not to the
group?
Ans- If you have to use technical terms, then please do not use abbreviations. After
mentioning the term in full, take time off to explain to the group what it means. It is
quite likely that the members of your group have a different academic background
and are not conversant with the jargon that you use.

11. Do I begin my participation by requesting the group's permission to do

so?
Ans- At times when the group is very orderly, you could start off by asking
permission to present your case. But when the G.D is noisy (which is usually the
case), do not waste times in formalities. First, nobody will be willing to give you a
chance and second, it could also go against you (as lack of initiative on your part).

12. Which is the right time to enter a G.D to ensure that I am heard
properly?
Ans-In any G.D, there are crests and troughs during the discussion. At a crest, the
noise level is the maximum and at a trough there is almost total silence. Ideally, you
should enter the G.D during the trough period. But normally in competitive Gds., the
crests occur more often and for more prolonged periods. Troughs, if they do come,
last for very little time, In such cases, you could identify those stages in the G.D
where ideas dear/familiar to you are being discussed and enter the G.D irrespective
of the noise level. The logic here is that you might never be able to identify a trough
and even after identifying, might never be able to enter effectively then. Since being
silent is not of much help, perhaps by participating at a noisy stages, you might gain
some points at least.

13. How do I participate when the noise level is too high?

Ans- As explained above, if the noise level is high you have two options-remain
silent, or join in by raising your voice to be heard above the din. At times it is not
possible to speak loudly because of the nature of voice. At such times, identify the
most powerful speaker in the group and note down the point he/she is making. The
moments the noise level lessons even a little enter by supporting the most powerful
speaker. You will have made a strong ally who will ally who will aid you and pull you
through noisy situations.

14. Do I have to be cautious about other participants' feeling (on sensitive

issues like religion, caste, etc.)?
Ans-Yes, you must. Running down others by arguing on religious practices and caste
differences displays your viciousness and lack of maturity. Remember that you will
end up sounding like an irrational and biased person. This is also true for touchy
topics such as abortion, sexual discriminations, euthanasia etc.

15. Is it beneficial to be the first speaker in a group discussion?

Ans-If you can make a positive and confident start by speaking for at least 20-30
seconds at a stretch, then it would be advantageous. This is because the first
speaker is normally expected to provide direction to the G.D If the job is property
done, then the first speaker automatically becomes the leader of the group and
his/her opening idea remains alive throughout the G.D

16. How critical is fluency in English to my performance in the G.D?

Ans-Command over the language and good grammar definitely aids you in
enhancing your performance. A lack of ideas may be partly covered up by your skills
in speaking, but not fully. If you are not fluent, or if you have to struggle to express
your thoughts, you need to present very strong ideas to attract attention. Knowledge
rather than speech become your mainstay. If you are able to communicate with the
group by some means or the other, than fluency is not critical.

17. How necessary is it to use examples for illustrating an idea?

Ans-Please remember that examples by themselves do not prove anything. The use
of example is helpful in elaborating your point, because people are able to
understand your better. They associate better with your example than with your
point.

18. How much and for how long should I participants?

Ans-In a 20 minute G.D with 12-15 participants, you should participate at least 4
times with each entry lasting for at least 20-25 seconds. You could participate more
depending upon your comfort level and the need for participation.

19. How important is the use of body language in a G.D?

Ans-Use of proper body language is an advantage. Some of the ways in which you
could use your body effectively are:
-Have significant eye contact. Look at the G.D members when you speak to them.
Keep moving your eyes all around so that you focus on the whole group and not on
specific individuals.
-Keep your body upright, and lean forward while speaking or listening. This will show
your sustained interest in the G.D
- If you agree with somebody, nod your head, so that the speaker realises that your
understand him.
- Use your hands effectively to emphasis your statements and to persuade others to
listen to you do not gesture wildly, but use your hands as a means of
communications.
- Do not place you hand in front of your mouth while speaking. It inhibits speech and
shows self-consciousness.
- Do not use your arm to support your chin. It communicates a lack of interest in the
G.D - Do not point your finger or pen at a person aggressively. These are intimidator
tactics and will be a recognised as such.
- Keep your hands on the table when you are not using them to emphasis you
points. If you tend to keep your hands moving then you might end up distracting
others?
- Do not sit cross-legged during a discussions. A cross-legged position is for
relaxation and not good for competitive situations.

20. Is it good to be humorous in a G.D?

Ans- In a relaxed type of G.D, which is not very competitive, humor is acceptable.
But in a competitive G.D, your attempts at humor may fall flat. Other members of
the G.D are likely to be tense, or thinking seriously about what to speak, and will be
in mood to laugh.
21. Is it necessary to make an interim summary?
Ans- An interim summary is a way of directing the group mid-way through the G.D
It helps the group pick out and focus on the most important points and thus use the
remaining time effectively. However, it is not always necessary to make an interim
summary, especially when the discussion already is well focused.

22. What do I do if someone else has already said that I wanted to say?
Ans- You have two choices:
- Agree with the point made by your colleague and add on to it by displaying the
applicability of the argument to different situations. By doing this you will have
broadened the scope of the argument.
- Drop the point and think of something new to say.
If possible try to avoid this situation by speaking in the first 4-5 minutes of the G.D,
when new points are being introduced. If you wait a long time to speak, someone
else would most probably have covered ‘your ‘ point.

23. Is the use of slang/colloquialism permitted?

Ans- Generally not. For two reasons-first that it is bad English, and second, that
other members of the group may not understand it.

24. Can I use a language other than English at any time to drive home my
point?
Ans- No, You will have to stick on English.

25. How is aggression measured and judged in a G.D?

Ans-The moment people start reacting to your negatively and strongly, you may
take it that you are being too aggressive. The degree of reaction is the measure of
your aggressiveness.

26. What level of aggression is permissible?

Ans-There is a very thin line separating aggression and assertiveness. You should be
aggressive enough to sound assertive, but aggression in excess of this will make you
sound stubborn and inciter.

27. Is it true that the person who speaks the most in a G.D is bound to be
the most successful?
Ans- This is a myth. Generally, a person who has sound knowledge about the topic
and is clear thinker tends to speak more. This leads students to wrongly believe that
success is directly proportional to the amount you speak. Just speaking for the sake
of speaking will not take you far.

28. Will I be quizzed in my interview about my participation in the G.D?

Ans- If the interview immediately follows the G.D, then this is likely to happen. You
may be asked to rate the performance of all members in the G.D, or to state your
opinion on the topic etc.

29. Is it true that the G.D is used more as an elimination technique than as a
selection tool?
Ans-In institute other than the IIMs, during the preliminary stages of selections, the
G.D is uses as an elimination technique. In the final stages of the selection process,
it is used to actively select, rather than to discard. This is because most of the
elimination has been done at the earlier stage already. At the IIMs, since there are
no such stages, the G.D is used to select and not to eliminate.

30. What is the level of accuracy desired in the facts and figures that you
quote in a G.D?
Ans-An error margin of 5% on the higher/lower side is permitted.

31.Is motivating other persons in a group to participate looked upon

favorably?
Ans- If you try to motivate people by openly requesting them to speak then it might
not be acceptable. You might be forcing someone to talk at the expense of the other
members of the group. Also, the person who you are helping may not really want to
speak at that point. It is therefore better to use other methods of motivation, These
including agreeing with halting speakers, adding on to their points, implicate
supporting them and giving them direction, etc.

32. Does the moderator have any biases or preconceived notions about the
topic?
Ans- Ideally the moderate is supposed to be unbiased and neutral. But being a
human being, the moderator may not be totally free from bias. The moderator may
feel strongly about a topic and your views could differ from his. If you are good
participants, this will not seriously affect your chances of getting selected.

33. Can we expect the moderator to stop or cut short the G.D much before
the stipulated time is over?
Ans-At times if the G.D becomes chaotic, or the level of discussion deteriorates
abysmally, the moderator might cut short the G.D

34. Can I be aggressive with lady participants?

Ans- Being rude in a G.D (to any member) is downright unacceptable. But being
aggressive (within acceptable limits) is entirely OK, with both male and female
members of the groups. A G.D is not place for excessive gallantry.

35. Is it OK to ask pointed questions of the group members?

Ans- While you may ask for some clarifications from others members during a G.D,
remember that you should not play the Devil’s advocate. Some participants question
regularly the statements of the group members (with the aim of proving them
wrong) and are difficult to convince. By playing the Devil’s Advocate such a
participant obstructs the smooth flow of the G.D and does not allows the topic to
progress. The pointed questions that he/she asks unsettle the other members, and
the quality of the G.D deteriorates. The moderator would hold such a tedious
inquisitor responsible for this, and would judge him/her badly.

36. Is it necessary that the group should arrive at a conclusion in the

stipulated time?
Ans- In the ideal case, the group is expected to reach a conclusion. Normally the
time constraint does not allow the group to do so. Where not all points have been
discussed, and there is need for further discussion, the group may continue if it
wishes, without a conclusion or a consensus.

37. Is an end-summary absolutely essential?

Ans- No, If the group has not reached any conclusion then it would be good if
somebody puts the whole discussion in perspective by summarizing. But if there is
not enough time, a summary may be avoided.

38. How are listening skills evaluated in a G.D?

Ans- A participant displays his/her listening skills by doing any of the following:
-Reaching time and again to arguments presented by the other members.
-Recollecting tie ideas and summarizing at different points in the G.D
-Connecting the various arguments presented at come up with something more
meaningful -Constantly looking at the person who is speaking and not looking
disinterested
-Nodding the head in agreements or disagreement with ideas presented during the
G.D

39. Do we have to write a synopsis of the G.D once it is over?

Ans-Some institutes insist on this; but it is not universal.

40. Is voting an acceptable method of reaching a consensus?

Ans- No, As far as possible, try to avoid this.

41. What is the acceptable performance level of a G.D?

Ans- The scoring in a G.D is relative. Generally, participants are marked on a scale
of 0-10 with weight ages assigned for individual elements. If the consolidated score
for the best participants in the G.D is very high, the other participants will be judged
against this score. Normally a cut-off score is established and all those who score
above this are selected. If the level of a G.D is very low, and the highest score is
below the cut-off, then all members of the G.D are rejected.

42. How should a group select a topic if asked to?

Ans-The group should brainstorm for about two minutes and narrow down the list of
topics to about 3 or 4. After his the group should prioritize them based on the
comfort level and ease of discussion of the topics. Asking each participant to rank the
4 topics could do this, and the most popular choice should be taken.

43. What is the normal duration of G.D?

Ans-About 20-25 minutes at the IIMs.

44. How many students are usually clubbed in one group discussion?
Ans-The number varies between 10 & 15

45. How many panel members will be there?

Ans- Normally 2 or 3

46. How appropriate is it to act a co-ordinator in a G.D?

Ans-The role of a co-ordinator is usually played by a person who is senior in rank or
designation to the other members, In a company Board meeting for example, the
Chairman or CEO co-ordinates. In a G.D, since all the participants are to be treated
as equal in rank, playing the coordinator is not advisable.

47. Are the topics decided on the basis of the academic background of the
participant?
Ans-No. Topics are usually general in nature. They may be based on some current
event or some issue of general interest.

48. What do I do if one member is very stubborn/aggressive?

Ans-You could use any one of the following methods: Ignore him and address other
members of the group. Be assertive with him and collectively tell him that his
argument is faulty Point out to him that his point is well taken and the group must
progress further by discussing the ideas being presented by others.

49. What are the acceptable ways of interrupting somebody else, so that I
may make my point?
Ans- You can interrupt in any of the following ways: By saying “Excuse me, but I
feel that what you are saying is not totally true...” By raising your voice and making
the other participants clam up halfway through By saying “ Yes, I agree with your
idea, and I would like to add on it.......” By asking for some clarification from the
speaker on the point which he is making at that moment. 50. Can my G.D
performances be improved through training? Yes, G.D performances can be
improved by training oneself in the following areas: Creative Thinking Fluent
Communication Proper Presentation Personal and Inter-personal Dynamics.

Assessment

CRITERIA POINTS SCORE CRITERIA POINTS SCORE

1.INITIATIVE:

-Holds group's -is listened to indifferently by

attention the group
-Forceful, yet 10 - -Makes feeble entry 10 -
persuasive and -unable to conclude argument
convincing effectively

2.KNOWLEDGE:
-Has his acts right
-Lacks knowledge of the topic
-Bring in relevant and
original points
10 - -Causes discussion to go off 10 -
at a tangent

3. CONTRIBUTION
-Adequate, comes in -Inadequate, speaks just to
often do his duty
-Consistency, 7 - 7 -
Reasoning -Agrees or disagrees in short
-Sustained to the end abrupt sentences

4. COMMUNICATION 7 - -Linguistic skills poor 7 -

SKILLS -Uninterested, not alive to
- Put across ideas what is going on
fulently and effectively
-Listens attentively

5.POISE -Is tense and fidgety

-Is relaxed -Shows peculiar
-Pleasant and friendly
6 - idiosyncrasies of speech and
6 -
manner
TOTAL 40 TOTAL 40

Assessment Criteria

1. INITIATIVE
POSITIVE
NEGATIVE
-makes a feeble entry

-Becomes unnecessarily aggressive

-Does not wait for the correct

opportunity to make his point.

-Enters in a measured manner and at the

-Very hesitant about his point of view
correct moment

-Attempts to force down his point of

- Holds the audience by being forceful, yet
view
persuasive and convincing

--Is abrupt in his-exit

- Concludes each argument at the right
time and manner
-gets too long drawn out

-falters or loses his confidence

-misses his original pointer argument

along the way.

2. KNOWLEDGE
POSITIVES
NEGATIVE
-Shows shallow understanding

-Reiterates wrong facts

-Has his facts right and shows depth of
understanding of the subject
-Bombards others with data and
confuses the issues at hand.

3. VALUE ADDITION TO THE GROUP

 POSITIVE NEGATIVE
-Takes the discussion on a tangent by
adding irrelevant points

-Harps on small point and therefore

-Consistently makes points that enhance
obscures the critical issues.
the quality of the discussion

-Agrees/Disagrees without justification

-Makes original points that steer the group
into discussing other angles to the topic
-Shows distinctly uncooperative
attitude to the group efforts at
discussion.

4. PARTICIPATION
POSITIVE NEGATIVE
-Shows interest or involvement in
spurts
-Comes in often
-Displays disinterest or disdain for
-Is sustained his participation group's efforts

-Shows interest in the group's activities -Speaks only to do his duty

-Makes his presence felt unnecessarily