...STUDENT NUMBER: 016-525-057 TABLE OF CONTENTS Job Ad ..............................................................................................................1-2 Interview Plan ……………………………………………………………...3-8 Beginning-Preparing for the Interview * Conduct a Job Analysis * Develop questions in advance * Develop Rating Scales * Determine the Purpose and Format of the Interview * Train Interviewers Middle-During the Interview * Provide Background * Interview Do’s * Use Probes * Take Notes * Closing the Interview End-After the Interview * Score Responses * Follow-up * Conduct Further Assessment with Reference Checks * Make a Selection * Reminders Developing a Set of Six (6) Competencies.....................................................9-11 * Core Competencies * Functional Competencies * Job- Specific Competencies * Behavioural Descriptive Interview (BDI) Style Question * Answering Behavioural Interview Questions Using STAR Formula * Behavioural Questions Behavioural Anchored Rating Scale (BARS).......................................12 Rating Scales.........................................................................................,,,,,,,,,,,,,,,,,,,.,,.13-14 Appendices * Appendix A- Interview Questions and Answers..............................................15-19 Rationale for Selecting/Not Selecting Candidate ................................................20-21 ...
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...Stakeholders There are many stakeholders involved in Riordan Manufacturing. Most of the stakeholders are influential to the changes and projects involved in the company. The employees that are also involved in using the new system would also be involved in any meetings from the design process. Stakeholders to include are Kenneth Collins SVP-RD, Hugh McCauley COO, Jan McCall Executive Assistant, Charles Williamson VP international operations, Michael Riordan CEO and the IT service department managers. Users of the final application should also be allowed to give feedback on the new system for critique and ideas that could be helpful. Collection of Information Completing the system requires collection of information that can be organized into ten steps. Each step can be repeated or eliminated as needs arise. 1. One person interview: This interview is one on one with the key members of the company that I had mentioned earlier. These are the ones who have final say and approve all final business transactions. 2. Group interview: The entire group collaborates to find a solution and share ideas. 3. Facilitated sessions: When there is no other solution facilitated sessions are recommended to solve problems. 4. Joint Application Development: Where...
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...should bring to the interview By Anne Cummings, Special to CareerBuilder ------------------------------------------------- Top of Form Find Jobs Keywords: eg: Registered Nurse or Sales Location: Los Angeles, CA or 90001 Job Category: | | Additional Search Options | Freshness: | Your Degree: Include all lower degrees | View By: | Title Only | Title & Details | | Advanced Search >> Bottom of Form So you have made it to the interview. Congratulations! Obviously you have already impressed the employer -- on paper. Now it is time to impress them face-to-face, and that means bringing your A game, or maybe your A+ game. Preparing for the interview is the very first step in the right direction towards success. Bringing your résumé and references are safe starting points, but you may not realize that there are other tools that will help you stand out. So what should job seekers bring to an interview, exactly? Here are five things that can make a difference in today's job market. 1. The "Brag Book" Scott Brent, a surgical sales representative and interviewing expert believes that the age of strict résumé and references are gone and job seekers should look to other outlets when impressing an interviewer. "Traditionally, people going on an interview would bring only a résumé and themselves to the interview," Brent says. "Those days are gone. I don't care if you are interviewing for a C-suite level job (CEO, CFO) or a job at McDonald's...
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...company I will choose to gather information from. The individuals will vary from the CEO all the way down to the frontline employees. Currently for this project we will interview the individuals who the new program will affect as well as their managers and direct supervisors. Since the new program that is being analyzed and updated deals with the actual production line, I will be interviewing the production line team as well as the supervisors and managers for the production department. It is important to hear the issues with the current systems from the people that use the program everyday and experience the issues first hand rather than say get the information from someone like the CEO who rarely steps foot in the plant and does not know half of the issues that take place on a day to day basis. After I interview the first tier employees I will then interview the supervisors who are next up on the chain to gather any information from them. It is always key to hear multiple peoples side of things and make sure you see that current flaws from every tier and every persons point of view. The supervisors play a great role because they are the bridge between the tier one employees and the department managers. When the tier one employees have an issue, they bring it to the supervisors who will then assess the situation and determine if it should be brought up to the department managers. Next I would interview the department managers as most if not all serious issues should be reported by...
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...by the firm? SG Cowen utilized a well‐developed, tiered process to make hiring decisions on potential candidates. SG Cowen first conducts informational sessions at on‐campus recruiting events to describe the firm, its benefits and steps in the recruiting/hiring process. They use these first‐round interviews, in advance of the formal recruiting process, to assess how serious candidates are about the opportunity. SG Cowen then reviews the resumes submitted by interested students and holds open, on‐campus interviews. The firm also selects some of those interested students specifically for closed interviews. The pool of initial candidates is narrowed down to a few candidates through a second round of on campus interviews. The first key decision point for SG Cowen is to select candidates who are best qualified to make it through the “Super Saturday” final selection process in New York City. Recruiters focus on identifying candidates that possess the skills to succeed in the company’s day‐to‐day operations and have the personality to fit the organization’s culture. During the Super Saturday event, the thirty candidates are each interviewed by five senior bankers. Following the interviews, the senior bankers gather to determine which candidates should be extended offers. At this final key decision point, the recruiters focus on the candidate’s potential for growth. Sometimes the HR manager may try to push a banker to be more decisive about a potential candidate by saying, “If you could...
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...investment banking industry was widespread. Targeted Custody Averaging 50% of revenue (the biggest expense on wall street was compensation cost) SG Cowen : Case Overview SG Cowen was born when Societe Generate purchased Cowen and Company in July 1998. One of the world’s largest banks with assets of over $430 billion as December 2000 SG Cowen : Hiring Process Promoted associate after 3 years Hiring an intern after they graduate Recruiting program on campus: 1. Information Interview 2. Assigned team Captains SG Cowen : Rae’s Strategy Paying more attention in the next 15 schools in the top 25. Company Presentation SG Cowen : On – Campus Round 2-3 Schedules of Interviews Open Schedule : selected based on their interest Closed Schedule : selected on the basis of their submitted resumes. Put a detail note one resume Give a test of culture fit SG Cowen : Super Saturday CEO Speech at the dinner. Interview begin at 9 and each interviewer and each candidate had five half hour session with short breaks. Assignment Answer 1. Reflect upon a time you had a negative recruiting/hiring experience. What were the signs the experience was not going well? Body language The questions facial expressions other non word actions Assignment Answer 2. What are the key decision points used by S.G. Cowen in making hiring decisions? What is your evaluation of the...
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...TE AM FL Y FEARLESS INTERVIEWING How to Win the Job by Communicating with Confidence Marky Stein McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2003 by Marky Stein. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-141572-6 The material in this eBook also appears in the print version of this title: 0-07-140884-3. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights in and to the work. Use of this...
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...Interview with a leader Introduction about the company and the leader X works as an executive and is also a member of the directorate at the government owned firm, Apotekens Service. Apotekens Service was established in 2009, when the pharmacy market in Sweden was de-monopolized. Today it has more than 100 employees, and its function is to work as an allying point of all the necessary information that needs to be shared between the health care and the pharmacies. Its main focus is on electronic prescriptions, since over 80% of all prescriptions are electronic. X is 62 years old, has a degree in pharmacy and started out as a product specialist at the former government owned pharmacy, Apoteket AB. There she gained experience as a project manager and she later became an executive. When Apotekens Service opened up in March 2009, she was an obvious choice for being one of the new executives there, since she had previous leadership experiences and since she was well respected and appreciated. Today, she is responsible for 24 employees and her main work tasks are to council and coach them. Key learning about leadership For X, leadership is about coaching people, rather than controlling them. She only wants to make it easy for her employees to complete their tasks, not give them a solution on all the problems they will encounter. She finds it important that all employees feel engaged, since they are the ones who will lead the work forward, and she wants them to have their own...
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...I chose to interview Nancy Chen of OmieLife.com, sister of the more famous Jane Chen co-founder and CEO of Embrace Innovations. I work for both of these sisters and see many similarities in character. Both earned their MBA’s at Stanford and created children’s products. Both are self-motivated driven women filled with seemingly boundless energy. Both have been on the path to entrepreneurship since before graduating college. They started in slightly different ways and at different times, but neither regret their decision to become an entrepreneur. Nancy is a friendly, proactive mother of two young boys. She has a great openness about her. She is as assertive as she is warm. She knows only one thing is for certain in this business...change....
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...SOC 324 Mock Interview Essay Rubric Your Name: Romesh Gajanayake Instructions: 1. Read through all documents on interviewing inside “Required Readings”, plus the “30-Second Biography” in “Info Interviewing,” before you complete this essay! 2. Save this rubric to your computer. Do not delete or alter any portion of the rubric in the process of responding to the questions. If you delete or otherwise alter the rubric in any way other than adding your responses to the questions, your score for this essay will be zero. 3. Type your answer to each question directly below the question, itself. 4. Save your completed essay again; then submit it via Safe Assignments. Presentation-of-Self: 1. Tell me you are wearing (head to toe) for your interview; including: • Hairstyle, haircut • Face (shaven or not, makeup, earrings, etc. if any) • Clothing • Shoes • Watch, jewelry, etc. On the day of my interview I would wear a dark suit (preferably black) with matching belt and oxford shoes. I will be clean-shaven and have my hair combed back away from my face. I will not wear in jewelry apart from a simple watch. 2. Tell me how you are sitting in your chair, once you have seated yourself in front of the interviewer(s). I would seat myself to a slight right angle to my interview panel so I can good eye contact during the interview process. I would sit displaying good posture and slightly lean forward if necessary...
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...finally had to give GD in Coca Cola, ITC and Schlumberger. So you can never be too sure of what comes your way during the placements. PLACEMENT EXPERIENCE - I started my placement journey by getting shortlisted in Capital One on Day 1. They shortlisted 125 candidates on the basis of resume. Then they took a case study interview and reduced the number to 30. Then again took an aptitude test but finally didn’t give offer to anyone. - Then came Coca Cola on Day 2. They organised GD in the groups of ten each and then there was a single interview of about half an hour which mainly consisted of HR based questions. The topic of the GD was “Are Engineering students wasting time in studies ?”. The interview mainly focussed on the commitment to work with them and asked whether I did any activity depicting leadership skills. - Coca Cola shortlisted candidates with medium profile like moderate CPI with few extracurrecs. I had a target of gettng placed in Qualcomm from second year itself. It came on Day 2 and I got a call from Qualcomm in the middle of the interview of Coca Cola so I could not take their call. Immediately after this I went for the Qualcomm interview but they were not happy and asked me to leave without much interrogation. The results of Day 2 came and I got placed in Coca Cola. AJAYPAL SINGH, MECHANICAL...
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...- more 1111111 500,000 copi c« sold - 101 GREAT ANSWERS -to the- 101 GREAT ANSWERS TO THE TOUGHEST INTERVIEW QUESTIONS SIXTH EDITION Ron Fry Course Technology PTR A part of Cengage Learning [pic] Australia, Brazil, Japan, Korea, Mexico, Singapore, Spain, United Kingdom, United States [pic] 101 Great Answers to the Toughest Interview Questions, Sixth Edition Ron Fry Publisher and General Manager, Course Technology PTR: Stacy L. Hiquet Associate Director of Marketing: Sarah Panella Manager of Editorial Services: Heather Talbot Marketing Manager: Mark Hughes Acquisitions Editor: Mitzi Koontz Project Editor: Jenny Davidson PTR Editorial Services Coordinator: Jen Blaney Interior Layout Tech: Bill Hartman Cover Designer: Luke Fletcher Indexer: Larry Sweazy Proofreader: Kate Shoup Course Technology, a part of Cengage Learning 20 Channel Center Street Boston, MA 02210 USA © 2009 Course Technology, a part of Cengage Learning. ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution...
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...Sample Interview Questions with Suggested Ways of Answering Q. Tell me about yourself. A. This is the dreaded, classic, open-ended interview question and likely to be among the first. It's your chance to introduce your qualifications, good work habits, etc. Keep it mostly work and career related. Q. Why do you want to leave your current job? (Why did you leave your last job?) A. Be careful with this. Avoid trashing other employers and making statements like, "I need more money." Instead, make generic statements such as, "It's a career move." Q. What are your strengths? A. Point out your positive attributes related to the job. Q. What are your weaknesses? A. Everybody has weaknesses, but don't spend too much time on this one and keep it work related. Along with a minor weakness or two, try to point out a couple of weaknesses that the interviewer might see as strengths, such as sometimes being a little too meticulous about the quality of your work. (Avoid saying "I work too hard." It's a predictable, common answer.) For every weakness, offer a strength that compensates for it. Q. Which adjectives would you use to describe yourself? A. Answer with positive, work-oriented adjectives, such as conscientious, hard-working, honest and courteous, plus a brief description or example of why each fits you well. Q. What do you know about our company? A. To answer this one, research the company before you interview. Q. Why do you want to work for us? A. Same as above. Research the company...
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...Table of content Research Background 1 Culture Research 1 1. Consumer Culture: Nail Preference Culture 1 2. When and where were the observations/interviews done? 1 3. Consumer List 2 4. Consumer theory Analysis 2 5. Observation Outline and Question List for Interview. 7 6. Who is the target of this culture? (Both demographic and psychographic profile of the individuals) 7 7. Group Members and their contribution to the project 8 Appendix I 9 Nail Preference Culture of Female Consumers Research Background Since marketers successfully promote the slogan “It is women’s nature to be beauty”, it seems also well-explained a phenomenon why in current market female consumer exists huge growth potential to marketers to pay attention to it. In this research project, we are trying to explore the nail preference culture of female consumers and understand their potential behavior motivations. In order to get practical information from this group of consumers, we interviewed some consumers in Nail D’Amour nail salon store as well as its nail specialist. In addition, we used value – Utilitarian Value/Hedonic Value, Motivation – Maslow’s Hierarchy of Needs, and Decision Making Process Model these three theories to explain behavior and motivations of these consumers. According to the interviewing results, we found that this group of consumers love doing nail is mainly due to its Hedonic value which satisfies consumers’ emotional demands to make...
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...Job Interview Answer: What is Your Greatest Weakness? When you're asked what your greatest weakness is, try to turn a negative into a positive. For example, a sense of urgency to get projects completed or wanting to triple-check every item in a spreadsheet can be turned into a strength i.e. you are a candidate who will make sure that the project is done on time and your work will be close to perfect. Note that the term "weakness" isn't used in the sample answers - you always want to focus on the positive when interviewing. * When I'm working on a project, I don't want just to meet deadlines. Rather, I prefer to complete the project well ahead of schedule. * Being organized wasn't my strongest point, but I implemented a time management system that really helped my organization skills. * I like to make sure that my work is perfect, so I tend to perhaps spend a little too much time checking it. However, I've come to a good balance by setting up a system to ensure everything is done correctly the first time. * I used to wait until the last minute to set appointments for the coming week, but I realized that scheduling in advance makes much more sense. * I would say that I can be too much of a perfectionist in my work. Sometimes, I spend more time than necessary on a task, or take on tasks personally that could easily be delegated to someone else. Although I've never missed a deadline, it is still an effort for me to know when to move on to the next task...
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