Group Discussions and Interviews PDF

Segment: Internal Business Communication Topic: Group Discussions and Interviews Topic: Introduction Group Discussions and Interviews Table of Contents 1. Group Discussion....................................................................................................................... 5...

Segment: Internal Business Communication Topic: Group Discussions and Interviews Topic: Introduction Group Discussions and Interviews Table of Contents 1. Group Discussion....................................................................................................................... 5 1.1 Skills Required for a GD...................................................................................................... 6 1.2 Types of GDs...................................................................................................................... 8 1.3 Types of GDs.................................................................................................................... 11 2. Job Interviews.......................................................................................................................... 12 2.1 Interviewee’s Perspective – before the Job Interview....................................................... 13 2.2 During the Job Interview.................................................................................................. 14 2.3 After the Job Interview..................................................................................................... 16 2.4 The Interviewer’s Perspective.......................................................................................... 17 2.5 Chronology of the Interview............................................................................................. 19 3. Other Interviews...................................................................................................................... 19 4. Summary................................................................................................................................. 23 5. Glossary................................................................................................................................... 25 2 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews Introduction In the previous topic, we learnt how to write resumes and job application letters. In this topic, we will discuss aspects of Group Discussion (GD) and interviews both from the interviewer’s and the interviewee’s perspective. Resumes and cover letters are used by prospective employers to screen and shortlist candidates. The actual process of evaluation and selection is done through group discussions and personal interviews. The new model of business is based on the group, rather than the individual. Therefore, GDs are useful in assessing the applicant’s ability to communicate effectively in a group situation, rather than in isolation. Personal interviews assess the applicant’s knowledge, skills and aptitudes. GDs and interviews require a separate set of skills, as well as extensive preparation. This topic will focus on these exclusive skills and offer some guidelines for the preparation of GD’s and job interviews. Boston Consulting Group (BCG) is a global management consulting firm and the world's leading advisor on business strategy. The interview process of BCG is a dialogue which aims at getting to know the candidates personally, learning more about their analytic capabilities, and also introducing them to their people and work. BCG assesses candidates’ ability of listening properly, communicating effectively, and presenting themselves with tact, energy, and persuasiveness. Basically, BCG looks for intellectual curiosity and creative thinking of candidates. This group even encourages the candidates to work on live projects. Interview processes may vary due to location. In BCG, there are two rounds of case interviews, with three separate interviews in the first round and two additional ones in the second. BCG divides interviews into the following three parts: Personal background Consideration of a case study An opportunity for the applicant to ask questions Table 1 shows some of the interview tips suggested by BCG. 3 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews Table 1: Dos and Don’ts of Interviews Dos Don’ts Listen to the interviewer and ask Rush into the analysis without questions developing an understanding of the problem Structure the problem and develop a Panic if the answer is not apparent framework Think before speaking Defend your solution at all costs Focus on high-impact issues Internalise your thought process Generate a hypothesis and explore options Stick to an artificial framework creatively Demonstrate business judgement Circulate cases or use advance knowledge Make quick and accurate calculations ____________ Synthesise your thoughts and draw ____________ conclusions from your analysis (Source: http://www.bcg.com/join_bcg/interview_prep/process/default.aspx) Learning Objectives At the end of this topic, you will be able to: explain the meaning and purpose of group discussions demonstrate good group discussion skills list the types of group discussions assess interviewees’ conduct and performance in job interviews elucidate the processes involved in the job interviews. 4 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews 1. Group Discussion “A GD is a methodology used by an organisation to gauge whether the candidate has certain personality traits and/or skills that it desires in its members. In this methodology, the group of candidates is given a topic or a situation, given a few minutes to think about the same, and then asked to discuss it among themselves for 15-20 minutes.” In a GD, the members are expected to arrive at a common consensus. During the discussion, it is important that the intention of the members is to facilitate the exchange of views. All the members of the group are required to participate and to listen to the views of the other members. As a speaker, you should modify what you say, based on the points that the other members of the group make, while the discussion is in progress. The purpose of GDs is to measure certain traits of the participants, which are otherwise difficult to identify and take time to assess. It is common for people who can communicate their ideas well and discuss effectively with others, in a one-to-one situation, to become silent in a group situation. They will not be able to present or discuss their ideas with the other members of the group. A GD helps to identify people who have such group skills and people who do not. Today, it is very essential for job applicants to have group communication skills. When you enter the real world, you do not work in isolation. Decision making takes place after discussing relevant issues with others – be it superiors, peers or subordinates. Very often, you will need to interact with more than one person at the same time, which is very similar to a GD type of situation. A GD is coordinated by a person known as the ’moderator’. Sometimes, there may be more than one moderator. A moderator is a neutral person, either from the organisation conducting the GD, or a professional. A moderator is normally an experienced person who has the ability to judge the performance of every member of the group, even if it is a large one. The moderator’s primary role is to evaluate the performance of every participant. He/she is the one who announces the topic and keeps track of the time and the way in which the GD progresses. Generally, the moderator does not interfere during the GD. However, the moderator can intervene in the following two situations: 5 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews When the group discusses points that are not relevant to the given topic. When the discussion does not take place in an orderly manner. In the first case, the moderator may interfere to bring the discussion back on track. In the second case, the moderator may stop the GD temporarily, till the order is restored. The moderator also has the right to ask a participant, who is dominating the GD to stop talking. In other words, the moderator is only a facilitator or an observer, who is present to help the smooth functioning of the GD and to evaluate the participants during the process. The GD is highly structured. The seating arrangement for a GD is decided by the moderator. Generally, the participants are made to sit in a circular or semi-circular fashion, a ’U’ shape, or in a rectangular ’boardroom’ seating arrangement. In most cases, the group size ranges from 8 to 15 participants per group. However, it may also be larger, depending on the organisation which is conducting the GD. The participants are allotted specific seats in the GD. The time that is normally allotted to a group for discussing the topic is 15 – 20 minutes. However, it is up to the moderator to terminate the discussion much earlier or to extend it by a few more minutes. 1.1 Skills Required for a GD There are certain specific parameters on which the participants of a GD are evaluated by the moderator. Figure 1 depicts the specific parameters on which the participants of GD are evaluated. Fig.1: Parameters of GD 6 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews Let us now discuss these parameters one by one. Content: You will be tested for what you have to say about the topic. The moderator will test how well-versed you are with the selected topic, the extent of your knowledge, and your general awareness. So, content becomes an important aspect of the evaluation process. It is very important for you to clearly display your understanding of all the issues related to the topic. In a GD, the group should gain from its interaction with you, because of what you have to contribute. You should take every opportunity to exhibit your knowledge of the topic in a GD. However, you should limit your ideas to the topic under discussion and not go overboard, just to show that you are well-read. Communication skills: Communication skills refer to how you say something, which is as important as what you say. The three aspects of communication are: Convey what you want to say correctly – Very often, the listener interprets the message differently from what we intended to convey. This suggests that we have not put across our ideas properly and correctly. One of the skills required in a GD is to ensure that there are no such gaps during communication and to convey the message clearly so that it is understood in the way in which it is intended. Listen to others – This is as important in a GD as speaking. A GD does not mean that you have to master the skills of speaking alone. It is as much about listening to others’ ideas, as about telling them your ideas. You have to make sure that you focus your attention on what other group members are saying, instead of concentrating only on speaking. Pay attention to language – Correct use of language is another important aspect of communication. This does not mean using flowery language just to impress. It means using 7 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION  Group Discussions and Interviews words in the right context. A GD should not be a forum to show off your language or vocabulary skills. Simple English should be used, avoiding complex words and long-winded sentences. Interpersonal skills: Interpersonal skills are the third parameter on which you are evaluated in a GD. How each participant interacts with the other members of the group is very important. Even in a real-life situation in an organisation, all interaction is among superiors, peers and subordinates. You should listen to and understand the views expressed by the other group members, integrate them with your ideas and help arrive at a consensus in the discussion. There is also a certain etiquette, or code of conduct to be observed during a GD. Shouting or interrupting to gain attention or making rude remarks about others’ contributions are to be avoided and will only disqualify your chances of success. Leadership skills: Participants with leadership skills will be easily noticed. Leadership means showing the direction to the group. It means displaying your knowledge, communicating effectively , and behaving maturely with your group members. What is required of you is an objective and balanced approach. You have to keep in mind that you are not participating in the GD to make any policy decisions, or to convince all your fellow group members that your point of view is the only one that they should follow. 1.2 Types of GDs Based on the topics that are given for GDs, they may be divided into the following two broad categories: Topic-based GDs Case-based GDs Let us now discuss more about these types. 8 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews Topic-based GD’s: In this type of GD, the moderator gives a topic to the candidates, or they may be allowed a few minutes to select their topic for discussion. By the end of the discussion, the group should attempt conclude the issue that is covered by the topic. The topics that are chosen for a GD are generally of the following two types: Knowledge based topics Abstract topics Let us now discuss these topics. Knowledge-based topics: These topics require extensive knowledge to be able to contribute to the GD. Take, for example, the topic “The USA is more interested in the petroleum of the Middle East, rather than in real peace there.” Unless you know about the troops sent by the US during the Gulf War, the outcome of the war ,and the views about other neighbouring countries, including India, you will not be able to speak effectively on the topic. Knowledge-based topics cover current economic issues and non-economic issues. Although past issues are also given as GD topics, the focus is usually on topics of current relevance. Some of the important categories of knowledge-based topics are: Economic related topics – These may be related to domestic or international issues and account for the majority of topics given for GDs. They require good content knowledge and familiarity with facts and figures about the national and international economy. For example, familiarity with critical economic indicators such as Gross Domestic Product, the plan outlay, sectoral allocations from the budget, trade and fiscal balances, export and import items and values, banking concepts and interest rates, stock indices, etc., is needed. Social topics – Examples of such topics include, “Prostitution should be legalised”, or “Religion is the opium of masses”. While social topics generally have a greater national content base, some amount of content may be region-specific. Therefore, when you are discussing social 9 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews topics, you should be clear about both the general nature of the topic, as well as the specific manifestations of the social issue. Political topics – Such topics should be discussed objectively. You should not restrict your discussion to the problem that is mentioned in the topic but should also include connected topics. For example, “What if the communists came to power?”, or “Plans to attract foreign investments” are interdependent aspects that will have to be studied and noted down so that they are useful in a GD. Sports/film related topics – These are also common in many GDs, since they are an integral part of Indian society. General awareness of sports and films is needed to be able to participate effectively. Sports topics are usually selected from recently concluded tournaments, such as World Cups and Olympics. They may be general, such as “Should companies announce holidays during International Games?”, or specific to a particular game or sportsperson, such as “Sachin Tendulkar’s cricket days are over…” The same is true of film-based topics. A number of Several IT based – As Information Technology (IT) is a prominent sector, topics based on this often feature among the list of topics for discussion. While IT indicates technology, a discussion on IT based topics does not mean that you need to have a thorough knowledge of programming or computer hardware. However, a general awareness of topics such as e-governance or networking would be needed. Abstract topics: These are topics that require common sense, more than content knowledge. Topics such as “Black is black, and white is white” and “A thing of beauty is a joy forever” are examples of abstract topics. By nature, they lend themselves to the varied and widespread discussion. They can be best discussed using appropriate examples. Case-based GD: This type of GD is more structured, and the direction of the discussion is almost pre-determined by the identified problem. Unlike topic-based GDs, these GDs essentially move towards a solution. They require less regulation of the discussion by the moderator since there is less scope for deviating from the topic, compared to the topic-based GDs. 10 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews While discussing the case-based GDs, you will be required to assume the role of the person in the case who needs to make a decision. In a topic-based GD, you present your own views and opinions, without assuming the role of anybody else. A case usually has a problem, which requires a solution or decision to be taken. Your approach in taking the decision and your interaction with the other members of the group in the process of making the decision will be evaluated by the moderator. Sometimes, the moderator might ask you to write a summary of the case discussion at the end. 1.3 Types of GDs The most important thing a candidate must keep in mind while attending a GD is that one has to be dressed in formal attire. A person’s attire and the accessories carried by the person tell about the candidate’s individuality and create an impression on the moderator. Besides the attire, there are many dos and don’ts which a candidate must keep in mind while participating in the GD. Table 2 depicts some dos and don’ts. Table 2: Dos and Don’ts of GD Dos Don’ts Keep interactions short and simple Speak loudly Pursue principles of oral Use negative sentences communication Make even contributions Adopt a casual approach Conclude at regular intervals Thrash hands Deliver your points slowly Speak too fast Follow the principles of politeness Let others dominate the group discussion Validate your points with examples Validate your examples with points 11 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews You must retain your individuality in a GD. You must not try to submerge your individuality with that of the others. To showcase that you are a leader, you have to portray your distinct personality. 2. Job Interviews The word ’interview’ is derived from Latin and French words meaning to ’see between’ or ’see each other’. Interviews are conducted by organisations for various reasons – for hiring employees, in the exit process – when an employee is retiring, resigning or being fired, for employee performance appraisals, etc. A job interview is the logical outcome of an effective resume and cover letter, as well as good performance in a GD. It has the specific purpose of determining how well the applicant will meet the job requirements and perform on the job. It is structured, since the time, venue, duration, the number of participants and matters to be discussed are all determined in advance. It is generally conducted in a formal manner, with the interviewer following a pre-determined agenda, such as a list of questions to be asked. The success of the job interview depends on the communication skills of the participants, namely the interviewer(s) and the interviewee. Both the interviewer and the interviewee should follow a step-by-step process, to make the interview a success. Figure 2 depicts these steps. Fig.2: Steps for Successful Interview 12 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews Let us now discuss these steps in detail, from the point of view of both the interviewee and the interviewer. 2.1 Interviewee’s Perspective – before the Job Interview As a job applicant, you will have to do some groundwork before the interview, prepare to do well during the interview, assess your performance, and do some follow up after the interview. Pre-interview planning is similar to preparing for a sales presentation. You will have to sell yourself to the prospective employer, by highlighting your unique strengths and by convincing the employer that you are the right person for the job. It also involves doing a thorough study of the organisation for which you are attending the interview. Employers expect applicants to gather information about the organisation in advance and do not want to waste precious interview time providing such information. Several sources are available for researching an organisation, including business publications, financial newspapers, annual reports, company websites, and interviews with company employees. The information that a job applicant needs to gather about a company includes the following: Name of the company It’s status in the industry, in terms of market share, ranking, sales, assets and number of employees Recent developments in the company Scope of the company – whether it is local, national or international Names of the top management Products and services offered Plans for future growth, such as expansion and diversification In addition, you will need to gather job related information, such as the following: Job title Required qualifications, knowledge and skills 13 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION  Group Discussions and Interviews Job content The reporting structure – to whom would you report and who would report to you Opportunities for training and development, for acquiring new skills Opportunities for career advancement Preparation before the interview also involves doing a self-analysis, to assess your own abilities, strengths, weaknesses, interests and preferences. For example, are you a team player, or do you work better alone? Would you prefer a travelling job or a desk job? Do you enjoy interacting with people? You should list out the company and job requirements in one column and your own qualifications and needs in another column to see if there is a good fit. This will help you to prepare better for the interview. Part of pre-interview preparation is to anticipate the kinds of questions that might be asked by the interviewer and to prepare answers to these questions. A list of commonly asked questions is provided in the sub-section “Interviewer’s Perspective.” Last, but most important, is planning your personal appearance and attire. You need to find out if the company has a dress code and try to look and dress as if you already work for that company. 2.2 During the Job Interview Once you have gone through the preparation stage, you are ready to face the actual interview. This is the most important stage of the job application process, during which attention should be paid to the following aspects: Opening formalities – Since it is important to create a good first impression, the way you greet and introduce yourself is important. Using the name of the interviewer correctly, giving a firm handshake, waiting till you are asked to be seated ,and sitting with an erect posture are common courtesies that should be observed to project a good image. 14 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews Non-verbal communication – This was discussed in detail in segment 1. It was emphasised that in face-to-face communication, non-verbal cues can enhance communication and convey a positive message. Apart from a firm handshake and erect posture, your non-verbal behaviour should indicate that you are confident and attentive to what the interviewer is saying. Direct eye contact, facial gestures, and nodding to show that you are listening are all important aspects of non-verbal communication that should be observed during the interview. Group interviews – A group interview is one where a panel of interviewers interviews a single applicant. The group may comprise people from different functional areas in the organisation, such as HR, Marketing, and Finance. When asked a question by one of the group members, it is common courtesy to make eye contact with and address your responses to all the interviewers. Two-way interview – Although the applicant’s task is primarily to listen and the interviewer’s job is primarily to ask questions, it is in the hands of the applicant to make the communication a two-way process. Apart from answering questions, the interviewee should show interest in the job and the company by asking relevant questions, wherever possible. Honesty and humility – It is important to be honest and to avoid giving vague answers or beating around the bush, if you do not know the answer to a particular question. Employers appreciate honesty, rather than over-smart answers. Humility is equally important. For example, when asked about your weaknesses, do not state that you have no weaknesses. Another point to remember is to avoid exaggeration. For example, if you are being interviewed by a top executive of the company, do not suggest that you can turn the company around. Positive answers – Do not speak ill of your previous employers. If asked about your previous experiences, you may give honest feedback, but you should do so tactfully. Your answers should always end on a positive note. Salary discussion – Any discussion on salary should be initiated by the interviewer and not by the interviewee, especially during the initial interview. When asked about your salary 15 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION  Group Discussions and Interviews expectations, you should indicate a range, rather than a specific figure. Therefore, you should have found out the general salary range for candidates with your qualifications and experience, before the interview. Only then can you give a reasonable response to the question. You also need to assess your own experience, qualifications and whether you have other job offers, before responding to a question on salary expectations. Closing the interview – How you close the interview is as important as how you open it. Normally, the interviewer gives a signal when the interview is over, either through body language, or by making a comment on the next step for action. At this point, you must thank the interviewer, give another firm handshake and say that you look forward to hearing from the company soon. Sometimes, the interviewer may conclude by inviting you to ask questions. In this case, you should only ask questions that are relevant to the job or the organisation and avoid asking questions related to your performance in the interview. It would be a good idea to prepare a list of questions to ask and to reserve some of these questions for the end of the interview. 2.3 After the Job Interview This stage involves the third and fourth steps in the interviewing process – evaluating the interview and taking appropriate action. From the applicant’s point of view, it is important to do a self-assessment of performance during the interview. Even if the applicant is not expecting a favourable outcome, it is important to send a thank-you letter to the interviewer immediately, expressing gratitude for having been given the opportunity of a face-to-face meeting. This will retain the goodwill of the employer and increase any chances of being considered for future openings. If the applicant has been indicated favourable outcome, the follow-up action should be even more prompt. Any documents or certificates to be submitted should be sent without delay. If a second interview has to be attended, it is important to start the preparation and groundwork for this immediately. 16 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION  Group Discussions and Interviews 2.4 The Interviewer’s Perspective Just like the interviewee, the interviewer is equally responsible for the success of the interview and needs to follow the four steps of the interviewing process shown in figure 2. Let us now discuss the steps followed by interviewer for conducting the interview. Preparation: This stage includes deciding the purpose of the interview (for example, a preliminary interview or a final interview), the style of the interview (formal or informal, structured or unstructured) and the physical set up (e.g., seating arrangements). If the interview is to be a structured one for example, the interviewer should make sure that all the questions are arranged in a proper sequence and are adequate to get sufficient information from the applicant. The interviewers also need to assess and understand their own communication and listening skills, personal prejudices, perceptions and other barriers that may come in the way of effective communication. Similarly, they should study the background, aspirations and values of the interviewee in advance. Meeting face-to-face: The interviewer should show flexibility and try to make the applicant feel at ease during the interview. The interviewer should establish good rapport with the applicant and ensure that that the communication is a two-way process. Most job interviews are structured, and the interviewer goes through a list of questions that have been pre-determined. Some commonly asked interview questions are shown in table 3. Table 3: Commonly Asked Interview Questions What are your long-term and short-term career goals? How are you preparing to achieve them? What do you see yourself doing five years from now? What do you consider to be your main strengths and weaknesses? What motivates you to put forth your best effort? Why do you think you are suitable for this position? In what ways do you think you can contribute to our company? What are the qualities of a successful manager? What is your leadership style? 17 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews What accomplishment has given you the greatest satisfaction? Why? Describe your most rewarding college experience. Describe any major problem that you faced and how you dealt with the problem. How do you cope with pressure? What do you know about our company? What two or three things are most important to you in your job? How would you describe the ideal job? What academic subjects did you like best and least? What have you learnt from participation in extra-curricular activities? How would you describe yourself? Evaluation: This stage arises at the end of the interview. The interviewer should assess the interview, as well as the applicant’s performance, based on certain parameters. The specific parameters and the method of assessment should have been decided in advance. Action: Based on the evaluation of performance, the interviewer should decide whether to ask the applicant to attend further interviews, or to make a decision based on a single interview. The interviewer should also decide how to communicate further with the interviewee – for example, by sending an offer letter, a letter of rejection, or by calling for another interview. The following guidelines help an interviewer to make the interview effective: Take brief notes during the interview, so that important points can be referred to later if required. There are two purposes of note-taking. First, it helps to capture and remember the content of the interview and assess interviewees' reactions precisely ,and second, it creates records to rebuild the interview process or support an employment decision based on an interview. Use body language appropriately, to put the applicant at ease – for example, a friendly tone, direct eye contact to indicate interest, a relaxed body posture, and nodding of the head to indicate acknowledgement, can make the interview less stressful for the applicant. 18 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION  Group Discussions and Interviews Organise questions in the right sequence – avoid asking the difficult questions first, since they may make the applicant tense. Ask questions that allow the applicant to speak freely and open up a discussion. Questions that may be answered with a “yes” or “no” do not contribute much, whereas questions that ask “how”, “what” or “why” (such as those mentioned in table 3 will elicit elaborate answers from the applicant. 2.5 Chronology of the Interview Most of the interviewers follow some common sequences to conduct an interview. Table 4 shows the most common chronology followed by many interviewers. Table 4: Chronology of the Interview Activity Time required Introduction 2 to 5 minutes Company information 5 to 10 minutes Candidate assessment 10 to 30 minutes Conclusion 3 to 5 minutes The introduction includes casual talk, facial gestures, smile, handshake, etc. The interviewer can ask questions related to the company to check whether the candidate is aware of the company. Candidate’s assessment is done on the basis of qualifications, achievements, and questions. In conclusion stage, the interviewer suggests and determines when the interviewee can expect the forthcoming response. The candidate can ask a few questions. 3. Other Interviews There are other kinds of interviews conducted in an organisation that play a crucial role in the organisational growth and success. These interviews are: Appraisal interview Exit interview Grievances interview (grievances discussion) Role of employees during performance appraisal feedback session Let us now discuss these interviews in detail. 19 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews Appraisal interview: An appraisal interview is one of the strategies for periodical assessment of employees. Periodic assessment includes completion of self-assessment forms and assessment by managers. The annual appraisal interview is the best strategy for judging employees’ attitudes. A confidential face-to-face conversation is an opportunity for both the employees and the managers to discuss several issues. An appraisal interview involves more discussions than question-answer sessions. The focus is mainly on the employee’s career growth, weaknesses, areas which require improvement, areas which need to be further strengthened, training requirements, job enhancement and opportunities for promotion. The important points that must be kept in mind to make the appraisal interview successful are: The managers must relieve the fears of the employees with their friendly behaviour. The managers must initially talk about the positive aspects of the employee’s performance and compliment the employee. This helps to motivate the employee. The managers must point out the shortcomings of the employees in a very calm and objective tone. The employees must be allowed to present their perspective of, the issues and offer suggestions in a calm atmosphere. The managers must try to understand the problems of the employees and offer help. The employees clearly understand the target that needs to be accomplished. The employees must also exhibit a positive attitude. They must try to understand where exactly they have made mistakes. They need to assure the managers that they will improve their performance in future. Organisations need to ensure that the performance appraisal process proceeds smoothly. As the performance appraisal interview is an important part of employee assessment; it must be done with care. The manager and the employee need to take the performance appraisal interview seriously as the career of the employees depends on the ratings obtained. Exit interview: An interview conducted by manager of a departing employee is termed as an exit interview. A relatively neutral party, like a human resources’ staff member, normally conducts 20 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews an exit interview. This enables the employee to be more candid and not worry about the consequences. Some organisations employ a third party to conduct the interview process and provide feedback. The idea behind conducting an exit interview is usually to collect data for enhancing working conditions and retaining employees. Many things are achieved in an exit interview. The organisation can derive the following benefits from an exit interview: Discover the exact reason for the employee’s decision to quit. If there is any misunderstanding or ill-feeling, there is always an opportunity to clear it. Organisations must have a good relationship with past employees to maintain their public image. Get feedback on employee’s attitudes and also get opinion of the organisation’s policies. Employees who are quitting will have no fear and are likely to express their opinion of the organisation’s employee relations, public relations, sales policies, etc. quite freely. The person conducting the exit interview does the following: Verifies all the details and information in the employee’s personal record file to ensure that they are up to date. Gives the final pay cheque or information on when it will be ready and how it will be handed over. Gives information about accrued benefits including earned leave or sick leave that the employee has not used. Gives information about group insurance, provident fund, or other benefits and also how and when the dues will be paid. Ensures that all books, manuals, tools and equipment which were issued to the employee have been returned. An exit interview can be an added advantage to the organisation when it is handled carefully and tactfully. Grievances interview: An interview that allows the employees to bring a complaint to the management team expressing their grievances with the functioning of the organisation is 21 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews referred to as grievances interview. At the initial stage, the interview is less formal and most of the grievances are resolved at the time of the interview. Some difficulties that come in the way of grievance interviews and they include: When employees appear before their superior, they may be unable to express themselves completely and clearly because of the exalted status of the latter. The other difficulty occurs when the interview turns into a test of strength between the two parties. In such a case, both the employer and the employee must try to create a climate of openness. This enables the interview to provide an opportunity for counselling and resolving the grievance. The employer’s approach must be clinical or remedial rather than legalistic or punitive. Role of employees during performance appraisal feedback session : The purpose of a performance appraisal feedback session is to reward an employee’s good attitudes and achievements and develop strategies for improving their weaknesses. Performance appraisal feedback sessions can be very stressful. As employees may be concerned about giving or receiving critical information, it is necessary to carefully manage the feedback session. On a regular basis, the employees must be provided positive feedback immediately after an admirable behaviour and constructive feedback immediately after a guilty behaviour. Employees who informally receive feedback on a regular basis are not much surprised by the annual formal performance appraisal results and will be better prepared to analyse the development issues. Performance appraisal feedback sessions must be conducted in a neutral setting, like a conference room. Conducting appraisal feedback sessions in the manager’s office, mainly if the feedback is critical, creates an uncomfortable office environment. In many circumstances, it is sensible to schedule the feedback sessions at definite intervals. The circumstances might include when an employee is assigned new tasks, starts a new or extensive 22 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews project or when it is impossible to agree on definitive objectives, for example, when external factors are unclear or uncertain. 4. Summary Here is a quick recap of what we have learnt so far: Employment communication also includes participating in and conducting group discussions (GDs) and attending and conducting job interviews. GDs and job interviews are used to evaluate and select job applicants who have been screened and short listed, based on their resumes and cover letters. A GD is a discussion on a specific topic among a group of participants, with the objective of arriving at a solution to a problem, or at a common consensus. The purpose of a GD is to evaluate the group communication skills of a job applicant, as opposed to his or her individual communication skills. A GD simulates the real-world situation, since working in an organisation and taking decisions require interaction with others, rather than acting in isolation. The GD is coordinated by a ’moderator’ who is a neutral person from the organisation conducting the interview. The moderator’s role is one of an observer and a facilitator, who ensures the smooth conduct of a GD. The moderator must also evaluate the performance of all participants in the group. Participants of a GD are generally evaluated based on the following criteria: o Content o Communication o Group behaviour o Leadership skills GDs are of two different types –Topic based GDs and Case based GDs. Topic based GDs in turn may be knowledge based or abstract topics. Case based GDs are more difficult, since they require analytical, decision-making and problem-solving skills. Before the interview, the interviewee has to do some groundwork, including the following: o Gather company and job related information o Do a self-analysis 23 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews o Anticipate the questions that might be asked and prepare answers o Plan his/her personal appearance During the interview, the interviewee must pay attention to the following aspects o Opening and closing formalities o Using body language correctly o Making the interview a two-way process o Addressing all interviewers in a group interview o Handling salary discussion tactfully o Showing honesty and humility o Giving positive answers After the interview, the interviewee must assess candidate’s performance and take appropriate action such as sending thank you letters. A job interview is generally structured and requires both the interviewers and the interviewees to follow the following four steps during interview process: o Preparation o Meeting face to face o Evaluation o Action The interviewer must also prepare for the interview, by determining the purpose, style, physical set up and the number and type of questions to be asked. The success of the interview depends on both the interviewer and the interviewee. An appraisal interview is one of the strategies for periodical assessment of employees An interview conducted by manager of a departing employee is termed as an exit interview. An interview that allows the employees to bring a complaint to the management team expressing their grievances with the functioning of the organisation is referred to as grievances interview. 24 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION Group Discussions and Interviews 5. Glossary Note-taking Interviewer takes regular and detailed notes of interviewees’ behaviours and verbal responses during each interview. 25 ©COPYRIGHT 2019, ALL RIGHTS RESERVED. MANIPAL ACADEMY OF HIGHER EDUCATION