Going through a job interview is usually the most stressful part of a job search process. It may help to prepare for an interview if you understand how employers look at job candidates and their way of thinking. To help us with that we’ve asked seasoned hiring managers and professionals in the industry to describe how they rate job candidates and list some of the things they pay attention to when interviewing. Here is what they’ve shared with us:
For most employers the most important objective of an interview is to verify that you are who you say you are in your resume. After all, if they invited you for an interview – this means they like your resume. Now it is your turn to show that you are the worker described in the resume – the qualities, the experience, and accomplishments must all match the face the employer sees. As Marjorie Kavanagh, president of Panoramic Resumes has described: “I’ve had candidates whose faces have gone blank when asked a question about something on their resume. When I reference the information from their resumes, their responses have been, “Oh, my girlfriend (insert anyone else here) wrote my resume.” Most employers don’t really care who wrote the resume but if your name is on it and you can’t back it up – this may be it for you.
Interview is all about presentation and you are on the spot. Interviewers will look at how you are dressed, your manners, how confident your handshake is, eye contact, etc. Their job is to evaluate you from a professional standpoint but also understand that the personal impression has a huge influence. If they don’t like something about you personally, chances are they will not like you professionally either.
Many employers look for signs and qualities during the interview that cannot be put in a resume. They will analyze your critical thinking ability, thought process, ability to handle difficult situations, communications skills, work ethic, etc. Keep that in mind throughout the interview.
There are also things that could negatively influence employer’s decision right way. If they catch you lying –you are out. Some things may work against you in the longer run when compared to other candidates: poor listener, inability to convey understanding of the job, unfamiliar with the company culture, had not questions about the job, does not fully understand the responsibilities, etc.
If an interviewer has specific concerns they will most likely focus on that issue. Chances are if they like the answer, they will move on but if they don’t they will “dig deeper”. Repetitive questions may mean that they haven’t received the answer they wanted to hear and this should be a red flag that you haven’t given the “right” answer.
Don’t be nervous. It is easier said than done but it is very important. If you are nervous, some interviewers will look for a reason to why and their conclusions may be unfavorable to you. If you are nervous and you are having a hard time, it is best to admit to it and explain why you are nervous. Many professional interviewers will relate to that and will try to help you by adjusting the atmosphere to more casual and relaxed. Turning an interview into a conversation (rather than question-answer session) always help. Regardless of how nervous you are, always try to be your best professional, well mannered, polite and communicative.
Always come prepared. Make sure you understand the job and the company to the best of your ability. Do research on the Internet. Read things like corporate mission statements and messages from the CEO/President. This will help you understand the company culture better. Also, come prepared with questions about the job and responsibilities. Finally, prepare a list of things that you want the employer to know about you and gently weave them into the conversation.
For most employers it comes down to two questions: A) do you have the skills/experience required for job? B) Will you fit into the existing team/structure? During your interview they must have a solid “Yes” answer for both of these questions. It is your job to convince them of that. You should actually bring this up if the employer doesn’t explicitly cover it. Employers will listen carefully to you explaining why you think you have the skills for the job or how you would fit in. These are two questions that ALL interviewers are guaranteed to have on their mind.
Don’t expect all interviews to be the same. Keep in mind that each job has different requirements, each company’s culture is different and finally, interviewers are different people, too. It is impossible to foresee all possible questions but the best way to prepare is always by researching the position. “What are the requirements? Do you have the technical, transferable, and adaptive skills required? Research the company. Is it a company for which you’d like to work? Are you motivated to do the job? And know yourself. What are your strengths and weaknesses?
The workshop help people in their search for advice, direction and a glimpse of reality in regards to what their futures might have in store. Attending a workshop is a tool for individuals seeking career path advice from successful and experienced personalities.
Attending various career development workshops will help you explore the job market and enhance your career development.
There are various workshop series as follows that helps in overall development.
“Success comes from diligence and positive attitude, along with self motivation”, said Ranjit Acharya –resource person for Success Mantra during a one day workshop organized by merojob.com.
Success Mantra was held at Hotel Ratna, Biratnagar in January 7 and participants from diverse organization participated in the workshop. Participants were very much delighted to be a part of the workshop and gain life changing knowledge.
“People talk a lot talk about what you should do to become successful, but I would argue that it’s more about who you are that makes the biggest impact,” says Eric Hamm. It’s the decisions we make on a daily basis, the habits we naturally form in our lives that determine the level of success we can achieve. Who we are determines how we react to life, even when we’re not consciously in the act of ‘being successful’.
So here are 10 traits that by Hamm that are essential for obtaining lasting success in any endeavor.
Liking people is not the only qualification for pursuing a career in Human Resources. It helps, but it is insufficient to succeed. Human Resources jobs and careers continue to grow in sophistication and the expectations of employers increase every year. Employee development, employee retention, and a positive, motivating work environment are critical to business success.
The workshop help people in their search for advice, direction and a glimpse of reality in regards to what their futures might have in store. Attending a workshop is a tool for individuals seeking career path advice from successful and experienced personalities.
Attending various career development workshops will help you explore the job market and enhance your career development.
There are various workshop series as follows that helps in overall development.
भर्खर विवाह गरेका नया जोडि मन्त्रिजिसँग आशिर्वाद माग्न गएछन्-
जोडि : मन्त्रि ज्यू हामिलाई आशिर्वाद दिनुस! …
मन्त्रिजि : “अहँ मन्त्रिको काम होईन मात्रै उदघाटन गर्ने हो ।” उदघाटन गर्न दिने भये गरुला !…………………
Going through a job interview is usually the most stressful part of a job search process. It may help to prepare for an interview if you understand how employers look at job candidates and their way of thinking. To help us with that we’ve asked seasoned hiring managers and professionals in the industry to describe how they rate job candidates and list some of the things they pay attention to when interviewing. Here is what they’ve shared with us:
For most employers the most important objective of an interview is to verify that you are who you say you are in your resume. After all, if they invited you for an interview – this means they like your resume. Now it is your turn to show that you are the worker described in the resume – the qualities, the experience, and accomplishments must all match the face the employer sees. As Marjorie Kavanagh, president of Panoramic Resumes has described: “I’ve had candidates whose faces have gone blank when asked a question about something on their resume. When I reference the information from their resumes, their responses have been, “Oh, my girlfriend (insert anyone else here) wrote my resume.” Most employers don’t really care who wrote the resume but if your name is on it and you can’t back it up – this may be it for you.
Interview is all about presentation and you are on the spot. Interviewers will look at how you are dressed, your manners, how confident your handshake is, eye contact, etc. Their job is to evaluate you from a professional standpoint but also understand that the personal impression has a huge influence. If they don’t like something about you personally, chances are they will not like you professionally either.
Many employers look for signs and qualities during the interview that cannot be put in a resume. They will analyze your critical thinking ability, thought process, ability to handle difficult situations, communications skills, work ethic, etc. Keep that in mind throughout the interview.
There are also things that could negatively influence employer’s decision right way. If they catch you lying –you are out. Some things may work against you in the longer run when compared to other candidates: poor listener, inability to convey understanding of the job, unfamiliar with the company culture, had not questions about the job, does not fully understand the responsibilities, etc.
If an interviewer has specific concerns they will most likely focus on that issue. Chances are if they like the answer, they will move on but if they don’t they will “dig deeper”. Repetitive questions may mean that they haven’t received the answer they wanted to hear and this should be a red flag that you haven’t given the “right” answer.
Don’t be nervous. It is easier said than done but it is very important. If you are nervous, some interviewers will look for a reason to why and their conclusions may be unfavorable to you. If you are nervous and you are having a hard time, it is best to admit to it and explain why you are nervous. Many professional interviewers will relate to that and will try to help you by adjusting the atmosphere to more casual and relaxed. Turning an interview into a conversation (rather than question-answer session) always help. Regardless of how nervous you are, always try to be your best professional, well mannered, polite and communicative.
Always come prepared. Make sure you understand the job and the company to the best of your ability. Do research on the Internet. Read things like corporate mission statements and messages from the CEO/President. This will help you understand the company culture better. Also, come prepared with questions about the job and responsibilities. Finally, prepare a list of things that you want the employer to know about you and gently weave them into the conversation.
For most employers it comes down to two questions: A) do you have the skills/experience required for job? B) Will you fit into the existing team/structure? During your interview they must have a solid “Yes” answer for both of these questions. It is your job to convince them of that. You should actually bring this up if the employer doesn’t explicitly cover it. Employers will listen carefully to you explaining why you think you have the skills for the job or how you would fit in. These are two questions that ALL interviewers are guaranteed to have on their mind.
Don’t expect all interviews to be the same. Keep in mind that each job has different requirements, each company’s culture is different and finally, interviewers are different people, too. It is impossible to foresee all possible questions but the best way to prepare is always by researching the position. “What are the requirements? Do you have the technical, transferable, and adaptive skills required? Research the company. Is it a company for which you’d like to work? Are you motivated to do the job? And know yourself. What are your strengths and weaknesses?
“People talk a lot talk about what you should do to become successful, but I would argue that it’s more about who you are that makes the biggest impact,” says Eric Hamm. It’s the decisions we make on a daily basis, the habits we naturally form in our lives that determine the level of success we can achieve. Who we are determines how we react to life, even when we’re not consciously in the act of ‘being successful’.
So here are 10 traits that by Hamm that are essential for obtaining lasting success in any endeavor.
“Success comes from diligence and positive attitude, along with self motivation”, said Ranjit Acharya –resource person for Success Mantra during a one day workshop organized by merojob.com.
Success Mantra was held at Hotel Ratna, Biratnagar in January 7 and participants from diverse organization participated in the workshop. Participants were very much delighted to be a part of the workshop and gain life changing knowledge.
Having a learning and development (L&D) function at the heart of a business can be immensely valuable. We refer to this as a corporate learning unit (CLU), which can integrate training and development across the company, provide cross-divisional learning programs and help to ensure that all learning is aligned with the company’s strategic objectives.
While there is no single “right” way to build a CLU, if its strategic mission, scope, structure and operating processes are not aligned, it will not perform at its best. With that in mind, here are 10 points to consider when designing a corporate learning function.
1. Define the CLU’s mandate. Which aspects of learning and development will be centralized? Which will remain
decentralized, while coming under central control? Which employees fall within the unit’s remit? What sorts of training development will it offer? The details of the CLU’s scope will vary considerably between companies; what is important is that the objectives are clear, realistic and reached by negotiation rather than assertion. Once the mandate is agreed, the CLU’s actions must always be aligned with it, but you should bear in mind that the mandate will evolve as the company’s circumstances change.
2. Nominate a champion. Objectives and plans are not enough.
Unless the project is led by a person of recognized authority, the risk of falling short of your goals is high. This project
champion must have both personal credibility and strong support from top management in the corporate center.
3. Decide on a structure and establish a network. The structure could be anything from a US-style corporate university to a looser European-style federation of learning managers. Either way, you will need a coordinating body to run the show and a network of people who will be responsible for implementing the CLU’s decisions across the company.
4. Rationalize L&D offerings across the company. Reducing duplication will usually lead to immediate, substantial cost savings, and is a good way to get a quick win early on. You should also set up a global reporting system that will give the company an overview of how much it is spending on L&D and exactly where the money is going.
5. Centralize IT systems. Aim to have all L&D providers in the organization use one single learning management system to handle things such as the program portfolio, delivery logistics, participant nomination and evaluation. This system should connect to the reporting system mentioned above and the HR systems that record employees’ training and development.
6. Structure the global program portfolio. The CLU should provide a coherent, structured selection of programs, with clear criteria indicating what is centralized and what is decentralized. Typically, induction courses and programs aimed at the top echelons of management are designed and handled centrally; those for mid-level managers are designed centrally but delivered locally; and training programs that are specific to one particular business unit or region are designed and delivered there to agreed central standards.
7. Set up a network of trainers. Some companies require each decentralized unit or region to find its own speakers, coaches and so forth. Others prefer to set up a central pool of in-house certified trainers who can be deployed across the business. This has the added benefit of providing development opportunities for these managers as well.
8. Establish a vendor database and agree on outsourcing processes. Your company’s standard procurement protocols will form the foundation of this work but more specific L&D processes will also need to be agreed. Issues to consider include the company’s ability to deliver programs in-house, and the quality and relevance of external providers, including the value of having an outside perspective.
9. Equip your CLU as a center of expertise. A number of companies have started to set up CLUs in a way that allows them to provide support services for the business as a whole. For example, the CLU might be contracted to design a specific program to meet the needs of a local business unit. With the right experts on board, the CLU can effectively become a source of in-house consultants who can help diagnose organizational development problems.
10. Ensure good governance. The governing body will usually be different from the coordinating body mentioned in point three. Its job is to keep the CLU’s mandate up to date and constantly aligned with corporate strategy; to make sure that the executive responsible for running the CLU has the authority needed to do his or her job effectively; and to ensure that the CLU is properly resourced. It should, therefore, be composed of stakeholders from the business and the board as well as HR.
Merojob.com presents you some of the sentences from resumes and cover letters that were printed in the July 21, 1997 issue of Fortune Magazine: The spelling is exactly the way it appeared in the magazine.
1. “I demand a salary commiserate with my extensive experience.”
2. “I have lurnt Word Perfect 6.0 computor and spreadsheet progroms.”
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