GD Tips

Initiation Techniques
Body of the group discussion
Summarization/ Conclusion
Initiation Techniques

Initiating a GD is a high profit-high loss strategy.

When you initiate a GD, you not only grab the opportunity to speak, you also grab the attention
of the examiner and your fellow candidates.
If you can make a favourable first impression with your content and communication skills after
you initiate a GD, it will help you sail through the discussion.
But if you initiate a GD and stammer/ stutter/ quote wrong facts and figures, the damage might be
irreparable.
If you initiate a GD impeccably but don't speak much after that, it gives the impression that you
started the GD for the sake of starting it or getting those initial kitty of points earmarked for an
initiator!
When you start a GD, you are responsible for putting it into the right perspective or framework.
So initiate one only if you have in-depth knowledge about the topic at hand.
Body of the group discussion
Different techniques to initiate a GD and make a good first impression:

i. Quotes
ii. Definition
iii. Question
iv. Shock statement
v. Facts, figures and statistics
vi. Short story
vii. General statement

i. Quotes

Quotes are an effective way of initiating a GD.

If the topic of a GD is: Should the Censor Board be abolished?, you could start with a quote like,
'Hidden apples are always sweet'.

For a GD topic like, Customer is King, you could quote Sam (Wall-mart) Walton's famous
saying, 'There is only one boss: the customer. And he can fire everybody in the company -- from
the chairman on down, simply by spending his money somewhere else.'

ii. Definition

Start a GD by defining the topic or an important term in the topic.

For example, if the topic of the GD is Advertising is a Diplomatic Way of Telling a Lie, why not
start the GD by defining advertising as, 'Any paid form of non-personal presentation and
promotion of ideas, goods or services through mass media like newspapers, magazines, television
or radio by an identified sponsor'?

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For a topic like The Malthusian Economic Prophecy is no longer relevant, you could start by
explaining the definition of the Malthusian Economic Prophecy.

iii. Question

Asking a question is an impact way of starting a GD.

It does not signify asking a question to any of the candidates in a GD so as to hamper the flow. It
implies asking a question, and answering it yourself.

Any question that might hamper the flow of a GD or insult a participant or play devil's advocate
must be discouraged.

Questions that promote a flow of ideas are always appreciated.

For a topic like, Should India go to war with Pakistan, you could start by asking, 'What does war
bring to the people of a nation? We have had four clashes with Pakistan. The pertinent question
is: what have we achieved?'

iv. Shock statement

Initiating a GD with a shocking statement is the best way to grab immediate attention and put
forth your point.

If a GD topic is, The Impact of Population on the Indian Economy, you could start with, 'At the
centre of the Indian capital stands a population clock that ticks away relentlessly. It tracks 33
births a minute, 2,000 an hour, 48,000 a day. Which calculates to about 12 million every year.
That is roughly the size of Australia. As a current political slogan puts it, 'Nothing's impossible
when 1 billion Indians work together'.'

v. Facts, figures and statistics

If you decide to initiate your GD with facts, figure and statistics, make sure to quote them
accurately.

Approximation is allowed in macro level figures, but micro level figures need to be correct and
accurate.

For example, you can say, approximately 70 per cent of the Indian population stays in rural areas
(macro figures, approximation allowed).

But you cannot say 30 states of India instead of 28 (micro figures, no approximations).
Stating wrong facts works to your disadvantage.

For a GD topic like, China, a Rising Tiger, you could start with, 'In 1983, when China was still in
its initial stages of reform and opening up, China's real use of Foreign Direct Investment only
stood at $636 million. China actually utilized $60 billion of FID in 2004, which is almost 100
times that of its 1983 statistics."

vi. Short story

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Use a short story in a GD topic like, Attitude is Everything.

This can be initiated with, 'A child once asked a balloon vendor, who was selling helium gas-
filled balloons, whether a blue-colored balloon will go as high in the sky as a green-colored
balloon. The balloon vendor told the child, it is not the color of the balloon but what is inside it
that makes it go high.'

vii. General statement

Use a general statement to put the GD in proper perspective.

For example, if the topic is, Should Sonia Gandhi be the prime minister of India?, you could start
by saying, 'Before jumping to conclusions like, 'Yes, Sonia Gandhi should be', or 'No, Sonia
Gandhi should not be', let's first find out the qualities one needs to be a a good prime minister of
India. Then we can compare these qualities with those that Mrs. Gandhi possesses. This will help
us reach the conclusion in a more objective and effective manner.'

Summarization/ Conclusion

Most GD do not really have conclusions. A conclusion is where the whole group decides in favor
or against the topic.

But every GD is summarized. You can summaries what the group has discussed in the GD in a
nutshell.

Keep the following points in mind while summarizing a discussion:

Avoid raising new points.

Avoid stating only your viewpoint.
Avoid dwelling only on one aspect of the GD.
Keep it brief and concise.
It must incorporate all the important points that came out during the GD.
If the examiner asks you to summaries a GD, it means the GD has come to an end.
Do not add anything once the GD has been summarized.

GD Do's
Do's

Be as natural as possible. Do not try and be someone you are not. Be yourself.
A group discussion is your chance to be more vocal. The evaluator wants to hear you speak.
Take time to organize your thoughts. Think of what you are going to say.
Seek clarification if you have any doubts regarding the subject.
Don't start speaking until you have clearly understood and analyzed the subject.
Work out various strategies to help you make an entry: initiate the discussion or agree with
someone else's point and then move onto express your views.
Opening the discussion is not the only way of gaining attention and recognition. If you do not
give valuable insights during the discussion, all your efforts of initiating the discussion will be in
vain.
Your body language says a lot about you - your gestures and mannerisms are more likely to
reflect your attitude than what you say.

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Language skills are important only to the effect as to how you get your points across clearly and
fluently.
Be assertive not dominating; try to maintain a balanced tone in your discussion and analysis.
Don't lose your cool if anyone says anything you object to. The key is to stay objective: Don't
take the discussion personally.
Always be polite: Try to avoid using extreme phrases like: `I strongly object' or `I disagree'.
Instead try phrases like: `I would like to share my views on�' or `One difference between your
point and mine�' or "I beg to differ with you"

Brush up on your leadership skills; motivate the other members of the team to speak (this surely
does not mean that the only thing that you do in the GD is to say "let us hear what the young lady
with the blue scarf has to say," or "Raghu, let us hear your views" - Essentially be subtle), and
listen to their views. Be receptive to others' opinions and do not be abrasive or aggressive.

If you have a group of like-minded friends, you can have a mock group discussion where you can
learn from each other through giving and receiving feedback.

Apart from the above points, the panel will also judge team members for their alertness and
presence of mind, problem-solving abilities, ability to work as a team without alienating certain
members, and creativity.

GD Preparation

While selection tools and techniques like tests, interviews etc. provide good data about an
individual, they fall short in providing real life data of how an individual would be performing in
a real life situation especially a group situation. Team work being an integral part of the BPO
work profile, it is important to ascertain group and inter-personal qualities of an individual.
Group discussion is a useful tool to ascertain these qualities and many organizations use GDs as a
selection tool along with Personal Interviews, aptitude tests etc. A GD is an activity where

Groups of 8-10 candidates are formed into a leaderless group, and are given a specific situation to
analyse and discuss within a given time limit, which may vary between twenty minutes and forty-
five minutes, or

They may be given a case study and asked to come out with a solution for a problem

They may be given a topic and are asked to discuss the same

1. Preparing for a Group Discussion: While GD reflects the inherent qualities of an individual,
appearing for it unprepared may not augur well for you. These tips would help you prepare for
GDs:

Reading: This is the first and the most crucial step in preparation. This is a never ending process
and the more you read, the better you are in your thoughts. While you may read anything to
everything, you must ensure that you are in good touch with current affairs, the debates and hot
topics of discussion and also with the latest in the IT and ITES industry. Chances are the topics
would be around these. Read both for the thoughts as well as for data. Also read multiple view
points on the same topic and then create your point of view with rationale. Also create answers
for counter arguments for your point of view. The electronic media also will be of good use here.

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Mocks: Create an informal GD group and meet regularly to discuss and exchange feedback. This
is the best way to prepare. This would give you a good idea about your thoughts and how well
can you convince. Remember, it is important that you are able to express your thoughts well. The
better you perform in these mocks the better would be you chances to perform on the final day.
Also try to interact and participate in other GD groups. This will develop in you a skill to discuss
with unknown people as well.

2. During the Group Discussion:

What do the panelists assess:Some of the qualities assessed in a GD are:

Leadership Skills - Ability to take leadership roles and be able to lead, inspire and carry the team
along to help them achieve the group's objectives.

Communication Skills - Candidates will be assessed in terms of clarity of thought, expression and
aptness of language. One key aspect is listening. It indicates a willingness to accommodate others
views.

Interpersonal Skills - People skills are an important aspect of any job. They are reflected in the
ability to interact with other members of the group in a brief situation. Emotional maturity and
balance promotes good interpersonal relationships. The person has to be more people centric and
less self-centered.
Persuasive Skills - The ability to analyze and persuade others to see the problem from multiple
perspectives.
GD is a test of your ability to think, your analytical capabilities and your ability to make your
point in a team-based environment.
These are some of the sub-skills that also get assessed with the skills mentioned above:
Clarity of thought
Group working skills (especially during a group task of case study discussion)
Conflict handling
Listening and probing skills
Knowledge about the subject and individual point of view
Ability to create a consensus
Openess and flexibility towards new ideas
Data based approach to decision making

While, it is not possible to reflect all these qualities in a short time, you would do well if you are
able to show a couple or more qualities and avoid giving negative evidence on others.

Next Page >>

GD Preparation

How do I take my chance to speak: Trying to interrupt others while speaking would only harm
your chances. Instead, you may try to maintain an eye-contact with the speaker. This would show
your listening skills also and would help you gauge from his eye-movement and pitch of voice
that he is about to close his inputs. You can quickly take it from there. Also, try and link your

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inputs with what he has spoken whether you are adding to or opposing his arguments. This would
reflect that you are actually being participative rather than just doing a collective monologue.

How to I communicate in a GD: Be crisp and to the point. Be fact based and avoid making
individual opinions that do not have a factual base. Make eye contact with all the members in the
group and avoid looking at the panelists while speaking. The average duration of the group
discussion provides an average of about 2-3 minutes per participant to speak and you should try
to speak about 3-4 times. Hence, you need to be really crisp to reflect the most in those 30-40 sec.
slots.

How do I convince others and make them agree to my view point: A lot of candidates make it
their mission to make the group reach to a conclusion on the topic. Do not forget that some of the
topics have been eternal debates and there is no way you can get an agreement in 15 mins. on
them. The objective is not to make others toe your line but to provide fact based, convincing
arguments which create an impact. Stick to this approach.

Do leadership skills include moderating the group discussion: This is a myth and many people do
try to impose their order on the GD, ordering people when to speak and when not to. This only
reflects poor leadership. Leadership in a GD would be reflected by your clarity of thought, ability
to expand the topic in its different dimensions, providing an opportunity to a silent participant to
speak, listening to others and probing them to provide more information. Hence, work on these
areas rather than be a self-appointed moderator of the group.

Listening: This is a key quality assessed during the GD about which many participants forget.
Active listening can fetch you credit points and would also provide you with data to discuss.
Also, if you have an average of 2-3 minutes to speak, the rest of the 20-25 minutes is required to
spent in active listening. For this, maintain eye contact with the speakers, attend to them (like
nodding, using acknowledging words like -I see ok, fine, great etc.). This would also make you be
the centre of attraction as you would appear non-threatening to the speakers.

Behaviour during the GD: Be patient; don't get upset if anyone says anything you object to. Stay
objective and don't take the discussion personally. Also, remember the six C's of communication -
Clarity, Completeness, Conciseness, Confidence, Correctness and Courtesy. Be appreciative &
receptive to ideas from other people and open-minded but do not let others to change your own
viewpoint. Be active and interested throughout. It is better to participate less if you have no clue
of the topic. You may listen to others and take clues from there and speak. You would be
assessed on a range of different skills and you may think that leadership is key, you need to be
careful that you don't dominate the discussion.

Quality Vs Quantity: Often, participants think that success in group discussions depends on how
much and how loudly they speak. Interestingly, it's the opposite. Also, making your point on the
topic, your views are important and the group needs to know. This will tell you are
knowledgeable and that you participate in groups

Summarizing: If you have not been able to initiate the discussion, try to summaries and close it.
Good summarizing would get you good reward points. A conclusion is where the whole group
decides in favour or against the topic and most GDs do not have a closure. But every GD can be
summarized by putting forth what the group has discussed in a nutshell. Keep the following
points in mind while summarizing a discussion:

Avoid raising new points.

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Avoid stating only your viewpoint.
Avoid dwelling only on one aspect of the GD
Keep it brief and concise.
It must include all the important points that came out during the GD
If you are asked to summarise a GD, it means the GD has come to an end.
Do not add anything once the GD has been summarised.
Some Positive Task Roles in a Group Discussion:You may want to play one or more of them:
Initiator
Information seeker
Information giver
Procedure facilitator
Opinion seeker
Opinion giver
Clarifier
Social Supporter
Harmonizer
Tension Reliever
Energizer
Compromiser
Gatekeeper
Summarizer
Negative Roles to be Avoided
Disgruntled non-participant
Attacker
Dominator
Patronizer
Clown

Feedback template: While doing mocks for GD preparation, you would get benefited by the
feedback of others. For the purpose, we are providing a template for feedback - both quantitative
and qualitative. The items described over there are a suggested list and not a complete one. You
may make changes in it depending upon your need.

<< Previous Page

Sample Mock GD - I

Sample Mock GD 2 >>

Candidates are divided in groups of 8 to 10 and each group is tested by a panel of Judges. Usually
topics of general interest are given by the panel to the group and the group is asked to proceed
with discussion. Every candidate is supposed to express his opinion and views on the topic given.
The time for discussion is approximately 20 minutes. During the discussion, the panel of Judges
quietly observes the performance and behavior of the candidates and makes his own assessment.

Mock GroupDiscussion :

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Most topics are taken from the current political or economic scene so if one has just kept abreast
of current affairs, then he will be able to make a mark. We give below a group discussion on a
common topic and give some typical responses of students. We then analyze the discussion so
that readers can develop their own strategy for themselves.

JUDGE : Good morning. You can choose any topic you like or take a slip from that box. You are
given one minute to think to start with the discussion. The observers will not interfere in your
discussion. If no conclusion is reached, we may ask each of you to speak for a minute on the topic
at the end of the discussion. The topic on the slip is "Multinationals: Bane or Boon". I suggest
you should start the discussion.

Mr A : This is a good topic. I am against multinationals. We have Coke and Pepsi. Do we need
them? We can manufacture our own soft drinks. Multinationals destroy the local industry and sell
non-essential products.

Mr B : I agree with you. What is the fun of having Coke and Pepsi? We have our own Campa
Cola.

Mr C : I think water is good enough.

Mr D : We are not here to discuss soft drinks. The topic given to us is a much larger one. First, let
us define multinational companies. They are merely large companies which operate in a number
of countries. There could be some Indian multinationals also. So there is nothing wrong with
them. The point is whether they have a good or bad impact on the host countries. We have to
discuss their business practices and find out whether they are desirable or not.

Mr E : That is a very good introduction to the topic. Multinational companies do serve an

important function that they bring new products and technologies in countries which do not have
them. And it is not just Coke and Pepsi. They set up power plants and build roads and bridges,
which really help in the development of host countries.

Mr F : But are they all that good? We have seen that they destroy local industry. In India they just
took over existing companies. They came in areas of low technology. Moreover, we have to see
why they come at all. They come for earning profits and often remit more money abroad than
they bring in.

Mr A : I agree with you. I am against multinationals. We can produce everything ourselves. We

should be swadeshi in our approach. Why do we need multinational companies?

Mr E : We may not need multinational companies but then it also means that our companies
should not do business abroad. Can we live in an isolated world? The fact is that we are moving
towards becoming a global village. The world is interconnected. Then we have also seen that
foreign companies bring in business practices that we are impressed with. Look at foreign banks.
They are so efficient and friendly that the nationalized banks look pathetic in comparison. I think
we can learn a lot from multinationals if we keep our eyes and mind open.

Mr B : Take a look at McDonald's. They are providing quality meals at affordable prices. One
does not have to wait at their restaurants.

Mr C : How do you account for the fact that they take out more than they put in and thus lead to
impoverishing the country?

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Mr D : The fact is that every poor country needs foreign investment. Poor countries often lack
resources of their own. That is why they have to invite foreign companies in. There is nothing
wrong in this because then products like cars, air conditioners and so on can be made in poor
countries. Often multinationals source products from different countries which helps boost their
export earnings.

Mr E : We have been talking about Coke and Pepsi. It is well known that Pepsi is in the foods
business also and has helped farmers in Punjab by setting up modern farms to grow potatoes and
tomatoes. Modern practices have helped the people in that area.

Mr A : I still feel that multinationals are harmful for the country.

Mr D : Well, there could be negative things associated with such companies. They may not be
very good in their practices. But can we do without them? I think the best way is to invite them
but also impose some controls so that they follow the laws of the country and do not indulge in
unfair practices.

Mr E : I think laws are applicable to everyone. Very often officials in poor countries take bribes.
The fault lies not with the company which gives a bribe but the person who actually demands
one. Why blame the companies for our own ills?

Mr A : What about the money they take out?

Mr D : We have had a good discussion and I think it is time to sum up. Multinationals may have
good points and some bad ones too, but competition is never harmful for anyone. We cannot live
in a protected economy any longer. We have been protected for many years and the results are
there for everyone to see. Rather than be close about multinationals, let us invite them in selected
areas so that we get foreign investment in areas which we are lacking. Laws can be strictly
enforced that companies operate within limits and do not start meddling in political affairs.

Analysis : Though Mr A started the discussion, he could not make any good points. Later, he
could not give any points about why multinationals are bad. It is also a bad strategy to say at the
outset whether you are for or against the topic. Remember, it is not a debate but a discussion. The
first step should always be to introduce the topic without taking sides. See the way in which the
discussion is proceeding and give arguments for or against. The observer is not interested in your
beliefs but in what you are saying. The participation of Mr B and C is below average. A candidate
must make 3-4 interventions. Their arguments are also not well thought out and add nothing to
the argument. It is important to say relevant things which make an impact rather than speak for
the sake of speaking. The arguments of Mr D and E are better. They seem to be aware of the role
of multinational companies. Mr E's approach is better as he intervenes a number of times. He has
also taken initiative in the beginning and brought order to the group. If selection has to be made
from the above six candidates, the obvious choice would be Mr E and thereafter, Mr D.

Sample Mock GD 2

Sample Mock GD - II

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Sample Mock GD 1 >>

Aditi, Bijoy, Charu, Daisy and Ehsan are waiting for their group discussion to start. They do not
have a topic yet and are waiting for the moderator to make everybody comfortable. There, the
moderator looks at the clock and announces: �You have 5 minutes for this group discussion.
And your topic is �How to Succeed in Group Discussions.� Please start.�

Bijoy: This should be interesting. A GD on GD! I suggest we should discuss the importance of a
GD first. I mean, why have a GD at all?

Charu: I find this very strange. How can you have a GD on GD? We should be discussing some
current topic to test our knowledge.

Ehsan: I agree that this is rather unusual. At the same time, our job is to conduct a meaningful
discussion regardless of the topic. Bijoy has suggested we start with the importance of GD.
Today, GD is a very important part of various selection procedures.

Aditi: GD is all about teamwork. That�s all.

Bijoy: Management is all about working with people. I suppose GD is one way of establishing
one�s ability to work with others. How we are able to lead and be led.

Charu: (Laughs) You are using some impressive management jargon, my friend! I don�t think
GD has anything to do with leading or being led. At the most, a GD may give an idea about how
a business meeting is held. Otherwise it is only about sharing your knowledge with others.

Bijoy: (Visibly irritated) Looks like you are very sure about your knowledge. Perhaps there is no
need for a group or even a discussion?

Ehsan: We have some interesting points here. Leadership and sharing knowledge. Perhaps, a GD
is a good tool to assess how well you are able to function within a group.

Daisy: I want to�

Aditi: I don�t think any discussion is meaningful unless everyone has the same level of
knowledge.

Daisy: I want to say something. Pardon if I make any wrong. I am from vernacular medium�

Aditi: Don�t waste our time talking about your background. The topic is GD. Talk about that.

Bijoy: Every subject has various angles. So, many heads can raise many ideas.

Charu: Also, too many cooks spoil the broth (laughs).

Ehsan: Yes, a group makes it possible to brainstorm any issue. Perhaps Daisy has something to
add to this thought ...

Daisy: Thanks for giving me chance. A GD is good for �consensus.� It is always better
everybody agree. Otherwise only one person is there.

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Charu: (Leaning forward and pointing to Daisy) I think the correct word is consensus. Don�t use
a word unless you know what you are talking about.

Bijoy: Consensus is fine. But is it necessary that everyone should have the same viewpoint?

Ehsan: That is an interesting thought. Yes, Daisy is right that a GD is about consensus but there
can still be differences. A GD provides an opportunity to discuss various aspects of an issue and
weigh merits and demerits of different approaches.

Charu: Agree to disagree.

Bijoy: But the question is how to succeed in GDs. I think the first prerequisite is patience. Some
of us must learn to shut up and let others talk (looks directly at Charu).

Aditi: If everyone follows that we will only have silence and no discussion.

Ehsan: I suppose the point is to participate and give others also a chance to participate.

Daisy: Please can I speak?

Aditi: Come on! You don�t have to beg for permission to speak!

Daisy: I said that because I thought someone might have wanted to speak before me. Anyway, is
it not possible to only listen?

Charu: (Smirks) I don�t know how the moderator will rate your profound silence!

Bijoy: But Daisy, no one can read your mind. Unless you speak, how do you contribute?

Ehsan: I think a GD is very much like a business meeting. Every participant may present an
individual point of view but the thinking about that point of view is collective.

Aditi: I don�t think you can compare a GD to a business meeting. In a meeting, there is usually
a chairman whose job is to control the meeting.

Bijoy: A GD may not have a chairman but I suppose one person usually emerges as the leader
and guides the discussion.

Charu: I suppose someone fancies himself to be a leader. This is so boring!

Moderator: Your time is up. Thank you everyone.

Moderator�s notes: Ehsan shows leadership skills and the ability to hold a group together. He
appears to have a good grasp of the subject though on the whole the GD failed to do justice to the
core subject of how to succeed. Bijoy also has some interesting ideas but is prone to being
provoked easily. Charu is too sure and too full of herself to be able to contribute to a group. Aditi
is guilty of intolerance and rude interruptions. Daisy needs to work on her language and her
confidence, though she may have the right concepts.

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YPICAL QUESTIONS THAT AN INTERVIEWER WOULD ASK

1.Tell me about yourself

The most often asked question in interviews. You need to have a short statement prepared in your
mind. Be careful that it does not sound rehearsed. Limit it to work/Study-related items unless
instructed otherwise. Talk about things you have done well at your college and how you wanted
to perform in the first job.

2. Why Should We Employ You?

For this question, your answer should list out strengths that you feel are relevant to the job. Given
below are some answers which could help you with your answers. However, structure them to
suit your requirements.

I have good co-ordination skills

Good analytical skills
I can persuade people to see my point of view, and get the work done
My greatest asset is my ability to motivate people
Even during emergencies, I do not loose my cool
I have good entrepreneurial skills
I have consistently met my deadlines and targets
Can say �no� to people when required to do so!
I am very co-operative with my sub-ordinates, and would like to see them grow
I am a good team player
I am very flexible, and have the ability to work hard under difficult work conditions
I have the experience and knowledge relevant to this job (Here, give appropriate details and
examples)

3. Do You Have Offers From Other Companies ?

This is of course a difficult question to answer. Obviously, you must have applied to other
companies if you are looking for a job or would have some offers from other companies already.
Therefore, do not lie that you have not. However, you are on thin ice here! The interviewer could
be checking your honesty. On the other hand, he/she may also be trying to find out how focused
you are - are you applying randomly, or is there a well-planned strategy?
Whatever your answer, it should match your career goals.

4. What Salary Are You Expecting?

Try not to get into salary details early in the interview. If pressed, you could say that it all
depends on the job, and would like to talk about it after a job offer. Say this in a convincing tone.
In case you are asked this question in your latter interviews, give a direct answer. Do not sound
apologetic while quoting the figure you have in mind.

SALARY EXPECTATIONS :

1. How much do you expect?

If you have done your homework, you would know how much other people in similar jobs are
paid. Quote the range upfront.

2. How much do you think you are worth?

Work out how much you should be paid, given the market value of the job and your skills. If you
can bring some extra skills to the table, do not hesitate to ask for more than the market value.

12
3. What kind of a culture are you comfortable with?
It is better to be frank about your preferences. Your interviewer will get a clear idea about your
expectations.

4. Which is more important to you-salary, perks or growth opportunities?

This one will reveal the real you. So be sure what you are going to say. Above all, be true to
yourself. If you think this is a negotiation move, then say clearly that you will never sell yourself
short.

5. What do you know about our company?

Do not give your opinions about the company. Stick to reported facts that you have gathered from
newspapers and so on. Talk about the product portfolio, size, income, and market perceptions of
the company. Also it is better to refer details about each company before going for the interview
from Freshersworld.com or PlacementWeek.com

6. Why should we choose you over someone else?

Talk clearly about problems that you have solved in your College/Project Team and highlight the
quality required.

6. Your qualifications are excellent, but you may be overqualified for the position we have to
offer?
Point out that more experience can never be a drawback. If you are multi-skilled, then highlight
the fact that a company on the fast-track needs multi-skilled people. It needs people within
different departments to work together. Also emphasise that the company's future growth will be
an exponential function of your experience.

QUESTIONS YOU SHOULD ASK :

Interviewers usually round off by giving you an opportunity to ask questions. Treat it like a
welcome opportunity.
You could ask questions like.
a) Tell me about your company.
b) Now that I have outlined my career goals, do you think you can offer me the opportunities I
need?
c) What kind of training and learning can I expect in your company?
d) Describe the work culture and the management style of your company?
e) What is the long-term vision of your company?

As a fresher, current position and status can impact the way you are interviewed. Fresh Out of
College

The basis on which you will be judged is your academic background, family background, and
interests.
If looking for your first job, ensure that your previous experience, even if it is part-time, is
noticed.
Mention projects or responsibilities you may have undertaken. This will indicate your area of
aptitude.
You should be willing to put in regular hours, in line with the company's policies. The
interviewer needs to know whether you can be punctual and put in full-time work.
In case you have applied for the post of management trainee, you should display an ability to
adapt, and indicate all-round interests. Moreover, you should have good interpersonal skills.

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You should be enthusiastic to learn, and show commitment towards the organization, as the
company will be spending a lot on your training.

Bring with you :

a) Copies of your resumes
b) References and letters of recommendations.

First Impressions :
There is a common saying that minds are made up within the first 5 minutes of an interview. So
keep in mind these important first impression indicators. Walk in the door as if you already work
there, carry yourself as though you feel perfectly comfortable with the situation. Arrive on time or
a little early. In the waiting area, politely tell the receptionist who you are meeting and in a
friendly way, ask where you should sit. Take slow, deep breaths to help you remain calm and
focused. When introduced to the interviewer, have a firm, but not painful, handshake. Smile.
Have good posture when sitting or standing. Introduce yourself in a relaxed, confident manner.
Have a well-groomed, professional appearance. Project a feeling of confidence. Bring extra
copies of your resume, some thing to write on and something to write with.

The Interview

Interview is an opportunity for both the employer and the applicant to gather information. The
employer wants to know if you, the applicant, have the skills, knowledge, self-confidence, and
motivation necessary for the job. At this point you can be confident that the employer saw
something of interest in your resume. He or she also wants to determine whether or not you will
fit in with the organization's current employees and philosophy. Similarly, you will want to
evaluate the position and the organization, and determine if they will fit into your career plans.
The interview is a two-way exchange of information. It is an opportunity for both parties to
market themselves. The employer is selling the organization to you, and you are marketing your
skills, knowledge, and personality to the employer.

Interview Preparation

Research is a critical part of preparing for an interview. If you haven't done your homework, it is
going to be obvious. Spend time researching and thinking about yourself, the occupation, the
organization, and questions you might ask at the end of the interview.

Step 1: Know Yourself

The first step in preparing for an interview is to do a thorough self-assessment so that you will
know what you have to offer an employer. It is very important to develop a complete inventory of
skills, experience, and personal attributes that you can use to market yourself to employers at any
time during the interview process. In developing this inventory, it is easiest to start with
experience. Once you have a detailed list of activities that you have done (past jobs, extra-
curricular involvements, volunteer work, school projects, etc.), it is fairly easy to identify your
skills.

Simply go through the list, and for each item ask yourself "What could I have learned by doing
this?" "What skills did I develop?" "What issues/circumstances have I learned to deal with?"
Keep in mind that skills fall into two categories - technical and generic. Technical skills are the
skills required to do a specific job. For a laboratory assistant, technical skills might include

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knowledge of sterilization procedures, slide preparation, and scientific report writing. For an
outreach worker, technical skills might include counseling skills, case management skills, or
program design and evaluation skills. Generic skills are those which are transferable to many
work settings. Following is a list of the ten most marketable skills. You will notice that they are
all generic.

Analytical/Problem Solving
Flexibility/Versatility
Interpersonal
Oral/Written Communication
Organization/Planning
Time Management
Motivation
Leadership
Self-Starter/Initiative
Team Player

Often when people think of skills, they tend to think of those they have developed in the
workplace. However, skills are developed in a variety of settings. If you have ever researched and
written a paper for a course, you probably have written communication skills. Team sports or
group projects are a good way to develop the skills required of a team player and leader. Don't
overlook any abilities you may have When doing the research on yourself, identifying your
experience and skills is important, but it is not all that you need to know. Consider the answers to
other questions such as:

How have I demonstrated the skills required in this position?

What are my strong points and weak points?
What are my short term and long term goals?
What can I offer this particular employer?
What kind of environment do I like? (i.e. How do I like to be supervised? Do I like a fast pace?)
What do I like doing?
Apart from my skills and experience, what can I bring to this job?

Step 2: Know the Occupation

The second step in preparing for an interview is to research the occupation. This is necessary
because in order to present a convincing argument that you have the experience and skills
required for that occupation, you must first know what those requirements and duties are. With
this information uncovered, you can then match the skills you have (using the complete
skills/experience inventory you have just prepared) with the skills you know people in that
occupational field need. The resulting "shortlist" will be the one that you need to emphasize
during the interview.
It is also in your best interest to identify the approximate starting salary for that position, or those
similar. There are several ways to find out about an occupation:

Acquire a copy of the job description from the employer (Human

Resources/Personnel) or check with Student Employment Services. If you are responding to an

advertisement, this may also supply some details.

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The Career Resource Centre has general information files on a variety of occupations. Make sure
you have read through the appropriate file and are updated on the occupation. If you belong to a
professional association related to the occupation, use its resources. These associations often
publish informative newsletters and sponsor seminars. It is also a good way to meet people
working in the field. Conduct information interviews with people working in the field. Read
articles about people in the occupation, and articles written by people in the occupation. Sources
include newspapers, magazines and the internet. Find out what the future trends are in the area. Is
technology changing the job?

Step 3: Know the Organization

The more you know about an organization, the better prepared you will be to discuss how you
can meet its needs. Some of the characteristics that you should know about an organization are:

Where is it located?

How big is it?

What are its products and who does it serve?

How is the organization structured?

What is its history?

Have there been any recent changes, new developments?

There are a number of ways in which you can access this information. Most medium- to large-
sized organizations publish information about themselves. You can access this a number of ways:

On campus at the Student Employment Services (company literature and business directories) or
at the Drake Centre Library

The Winnipeg Centennial Library has a business microfiche with information on over 5000
Canadian companies and business directories
Many companies have internet home pages which you can locate by searching by industry and
company name
Finally, you can visit or phone the organization and request some information on their products,
services or areas of research

If the organization is fairly small, or fairly new, there may not be much information published. In
this case, it will be necessary to do an information interview. Contact someone within the
organization, introduce yourself, explain that you are considering moving into the field, and ask if
it would be possible to meet with him/her to inquire about the company/organization and about
what exactly the position would involve.

Step 4: Prepare Questions

Having completed your background research, you are now ready to prepare questions to ask the
interviewer(s). Try to think of questions for which the answer was not readily available in
company literature. Intelligent well thought-out questions will demonstrate your genuine interest
in the position. Be careful how many questions you ask, however, as too many can imply you feel
the interview was not successfully run. Pick your questions with care - this is your chance to

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gather information, so ask about what you really want to know. Avoid sounding critical by
mentioning negative information you may have discovered. This is one of the most effective
ways to compare different employers, so for issues of particular importance to you (for example,
whether they support staff upgrading), you should ask the same questions of each employer.
Some sample questions are:

What are the most significant factors affecting your business today? How have changes in
technology most affected your business today?
How has your business/industry been affected by the recession?
How has your company grown or changed in the last couple of years?
What future direction do you see the company taking?
Where is the greatest demand for your services or product?
Where is most of the pressure from increased business felt in this company?
Which department feels it the most?
How do you differ from your competitors?
How much responsibility will I be given in this position?
What do you like about working with this organization?
Can you tell me more about the training program?
Have any new product lines been introduced recently?
How much travel is normally expected?
What criteria will be used to evaluate my performance?
Will I work independently or as part of a team?
How did you advance to your position?
What are the career paths available in this organization?
When can I expect to hear from you regarding this position?

It is very important to ask the last question because employers want to hire individuals who are
interested in the position - and asking this question definitely helps to demonstrate interest on
your part. Exercise judgment when asking questions to an employer. When being interviewed by
a large company that has a high profile, one would not ask the question "What is the history of
your company and how was your company started?" You can find the answer to this question in
the company's annual report or articles in magazines/newspapers. However, small- and medium-
sized companies do not always produce publicly available annual reports and it may be difficult
to access information on the company and its role in the industry. This question is appropriate if
you have exercised all other ways to find out the answer.

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