UNIT - I

CAREER PLANNING

Definition: Career Planning

Career planning is the self-evaluation and planning done by a person to have a strong career
path. Career planning process is a continuous reiterative process of understanding oneself,
setting career goals, revising skills and searching for the right career options.

GUIDELINES

Career planning is a step-wise process which enables an individual to focus on where and what
he want to be in life professionally. With the short-term goal and the long-term goals in place,
career planning can help to plan their journey in their professional life. Self-assessment is
necessary to understand one’s capabilities and drawbacks. The various career options should be
explored in detail to find a fit, between one’s abilities and the opportunities provided by a
career option. It involves continuous learning and improvement to build and grow in the chosen
career path. A good career planning helps a person grow in life and in their professional career,
which also helps them to grow personally.

Steps in the Career Planning Process

Career planning process is an important aspect for an individual’s career development. Some of

the basic steps in a career planning process are:

1. Self-Assessment: The first step in the career planning process is self-assessment to be

done by the individual to understand his or her skills, areas of interest etc.

2. Research on Careers: The second step in the career planning process is to understand the
career options, companies available, growth options in career etc.

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 3. Set Career Objectives: The next step in the career planning is to set short-term as well as
long-term career goals for oneself, and to have a clear career path.

4. Learn and Improve Skills: The fourth step in the career planning process is to keep ac-
quiring new skills and knowledge to be in line with career objectives and with industry re-
quirements.

5. Preparation of CV: The next step in the career planning is to be fully prepared in terms of
CV, covering letter, recommendations etc.

6. Job Search: The sixth step in the career planning process is to short-list the companies
where an individual is seeking a job & start applying.

7. Revise Career Goals: The last step in the career planning process is to continuously eval-
uate the career goals and again do a self-assessment to build a strong career path.

Successful Career Planning

When we ask people about the most meaningful parts of their lives, family, health and work
often rank as the top three. Choosing the type of work you’ll do, therefore, is one of the most
important decisions you can make.

Selecting a career path can take weeks, months or even years as you continue learning what you
want and need in a job. Few activities you can do to help you with the decision-making process
is listed below. It’s important to note that you may have the option to change your path multiple
times in your life, making the ability to choose a new career is a valuable life skill.
Some of the activities you should do to help you choose a career:

1. Perform a self-assessment.
2. Identify your must-haves.
3. Make a list of jobs to explore.
4. Research jobs and employers.
5. Get training (if you need it) and update your resume.
6. Find and apply for jobs.
7. Continue growing and learning.

Perform a self-assessment

Before making any important decision, it’s a good idea to take time for self-reflection.
Choosing a career is no different. In this step, you’ll reflect on (i) what kind of work
environment (ii) type of work you enjoy, (iii) who you want to work with, and more.

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As you’re reflecting, you may want to write down your notes. These can be helpful references
as when you’re evaluating job descriptions later on.

Here are a few questions to get you started. Try not to dwell on the questions for too long.
Instead, write down the first thoughts that come to mind. If you’re not sure of some answers,
trusted friends or family members may be able to guide you.

Self-assessment questions to consider:

 What are your key values?

Example answers: Financial stability, helping others, independence
 What soft skills do you possess?
Example answers: Time management, communication, confidence, problem-solving
 What technical skills do you possess?
Example answers: Data analytics, planning, research, multilingual, photography
 What natural aptitudes do you have?
Example answers: Writing, leadership, selling, project management, communicating,
planning, technical problem-solving
 What’s your personality like?
Example answers: Myers-Briggs (MBTI) personality type, quiet, outgoing, confident,
aggressive, loyal
 What are you interested in?
Example answers: Technology, writing, medicine, design

Identify your must-haves

Next, take some time to identify your must-haves in a job. These can range from anything like
salary or travel to benefits and location. It might be helpful to return to the question-answer
activity when recording what you can’t be flexible with when it comes to your career:

 Do you need to earn a certain salary?

 Do you require certain benefits like specific healthcare coverage or a certain amount of
time off?
 Could you take a job that involved travel?
 Do you need to work in a certain location?
 Do you require any sort of flexibility to work from home?
 Do you need to adhere to a specific job title or level?
 Are there certain tasks you need to do or do not want to perform?
 Is there a certain work environment you cannot operate well in?
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It is important to know what you need from a job ahead of time. For example, if you need to
earn a consistent salary, you may want to avoid freelance work. Once you’ve determined your
must-haves, you can use the research phase to determine jobs that might not work for you.

CAREER GOALS
A career goal is a well-defined statement explaining the profession that an individual intends to
pursue throughout his career. It is important for every employee or job seeker to define their
career goals clearly. It helps them to come up with effective action plans.
How to Set Career Goals
Defining career goals is just half the battle. An individual must set their mind on accomplishing
the goals he or she has set. However, if one doesn’t develop or map out their goals properly, it
will be harder to achieve them. When setting career goals, an individual should ensure that they
meet the following criteria:
 1. Specific

When setting goals, an individual shouldn’t just focus on being successful. Instead, should
define what success means to them. The ultimate success for one person may just be a
milestone to achieving bigger goals for a different person. For one individual, success may be
becoming the Chief Executive Officer for a company. For another, success can be attaining
financial freedom.
 2. Measurable
As one sets his or her career goals, they should ensure that they also come up with a way to
measure their outcome. This can be done by setting a timeframe, such as “complete MBA
degree within three years”. Once the individual is able to attain the short-term goals within the
timeframe he or she sets, then they’re on the right path in achieving their ultimate goal.
 3. Avoid negativity
A goal must be something that an individual wants rather than a factor he or she wants to avoid.
So, instead of focusing on leaving a particular job or position within the next five years, the
employee should aim at where they want to be and think about what they can do to move
toward getting there.
 4. Realistic
More than anything, an individual’s career goals must be realistic. It wouldn’t make sense for
an individual to set a goal of winning a Grammy award if they’ve never performed or played an
instrument.
On the other hand, the individual setting goals shouldn’t keep things too simple. A career
roadmap should be a challenge, not a walk in the park. If the individual’s goals don’t make
them a little bit uncomfortable, then they should probably set higher limits.
 5. Tie actions to each goal
For each set goal, a person needs to take certain measures to achieve it. Listing the different
activities that are needed to achieve a goal makes the whole process easier.

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 How to Achieve Career Goals
 1. Write them down
It may seem like an old-school technique, but it’s actually very effective. Based on several
studies, individuals who write down their career goals see a higher likelihood of achieving
them compared to those who don’t.
There are several benefits to writing down one’s goals. For one, an individual is forced to think
critically on how to achieve each goal.
 2. Share the plan
Another perk of writing down career goals is that it makes it easy to share them with friends,
colleagues, or even a manager. When an individual discloses their short and long-term career
goals to other people, they feel more challenged to follow them through to the end.
 3. Visualize success
One thing that high achievers do is to visualize their success. Sports psychologists often ask
their top athletes to envision themselves crossing that finish line or kicking the field goal. It’s
the same concept with career goals. One should think about all the steps they need to reach
their goal and plan for the setbacks that they may encounter.
 The Bottom Line
A career goal is all about setting short-term and long-term objectives related to one’s career
path. Setting career goals is important, as it helps propel individuals to accomplish them. This
is particularly so when the person shares their plans with a third party.
 TEST YOUR CAREER

Test your Career is a comprehensive, scientifically validated career test that measures

both your interests and your personality traits so you can find the right career for you.
Exercise to test yourself:
1. Assess Yourself.
2. Make a List of Occupations to Explore.
3. Explore the Occupations on Your List.
4. Create a "Short List" .
5. Conduct Informational Interviews.
6. Make Your Career Choice.
7. Identify Your Goals.
8. Write a Career Action Plan.

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 UNIT II
INTERVIEW SKILLS
The word interview comes from Latin and French word entrevue meaning to “see be-
tween” or “see each other”. An interview is a formal meeting at which someone is asked ques-
tions in order to find out if they are suitable for a job or a course of study. A person who poses
the question to recruit the right person is called as the interviewer and the candidate who an-
swers the same is the interviewee.

Interviews are conducted by an organization, company or a firm to hire a successful

contributing member to the team. Interview is a process in which a potential candidate is
evaluated by an expert or a specialist in that subject, firm or organization. Interviews are
important because they offer a chance for companies and job applicants to learn if they might
fit well together. Interviews offer a chance for the candidate to demonstrate his personality and
how he presents himself. In short interviews are conducted to determine:
i. quality
ii. skillset
iii. personality
iv. presentation skills

and also to check if the candidate

i. compliments the existing team skill set
ii. fit culturally
iii. check the creative ability
Types of Interviews:
1. individual interview
2. telephonic interview
3. video conference interview

1.Individual Interview:

Individual interviews allow to probe attitudes, beliefs, desires, and experiences to get a deeper
understanding of the applicant. Individual Interview is a face to face two way communication
between the interviewer and the respondents. Generally the personal interview is carried out in
a planned manner and is referred to as ‘structured interview’. This can be done in many forms
e.g. door to door or as a planned formal executive meeting.
Points to be followed in an individual interview:

 Be yourself.
 Make your voice heard.
 Answer questions thoughtfully – it is better to answer a couple of questions with pur-
pose than to talk a lot without purpose.
 Being a good listener who answers questions carefully can still set you apart from the
group without forcing you to be someone you are not.
 Follow up. Be sure to send a thank you letter to every interviewer in the panel. Try to
mention something specific about your interview to help the employers remember you.

2. Telephonic Interview:

Telephonic Interview is conducted just like an in-person interview. A Telephonic Interview

conversation is an advantage for a candidate and as well for the employer too. It helps easily to

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have a conversation which is shorter than face to face Interview round. There are many
companies today who prefer to conduct first round as a telephonic Interview.Before proceeding
ahead with the telephonic interview process, always go through the company website and also
collect information about the interviewer who is going to take your telephonic interview. It will
help you in a way to clear the path. So, here are some phone interview tips that will help you to
clear the interview process.
Telephonic Interview Tips:-
  Choose a peaceful place to avoid disturbance
Before proceeding for a telephonic interview round, recruiters call the candidate and in-
form him or her about the time. Choose a place where there will be no disturbance, and
the network connectivity is good.
 Keep your documents with you
Keep the hard copy of your records along with the paper and pen. If in case some points
need to be jot down you can quickly write for avoiding and skipping the facts in refer-
ence for the company output.
 Assemble your Cheat sheet
Make your cheat sheet with the questions that you want to ask to clear the doubts and
queries. Be sure about your issues that hold some purpose, at times it happens when you
are confused in your thought processing and forget to ask any further queries.
 Be Positive
Try not to obstruct yourself in negative thoughts. Avoid getting nervous at the same
time and make yourself happy and confident enough to face the telephonic interview
questions and answer.
 Listen and don’t monopolize the Conversation
At the time of telephonic interview conversation, don’t interrupt in between when the
interviewer is asking questions to you. Always listen first and then speak by showing
them that you possess a good listening skill.
 Avoid talking about the salary
Make sure that you don’t insist yourself to talk about the salary while having telephonic
interview conversation with the Interviewer. It will be too early to discuss it, and even it
will not create a positive impact in front of the employer.
 Wait for the Interviewer to end up the Telephonic Interview
Just wait for the conversation to end up in a good note. You may also ask the Inter-
viewer if there is any other question left to ask, so that he or she can check it twice if
something is left out to ask.  If there is no more question and the interview process is
over you can ask for the next step in the hiring process.
 Thanking the Interviewer
Be genuine and appreciative. You can thank him or her for giving you an opportunity to
show your ability and skills for the desired job role.

It will be a great help for people to follow these Phone Interview tips. These tips will
make you well confident to clear your telephonic interview questions and answers in
one go.

3.Video Conferencing Interview:

Video conferencing interview is a kind of conference call that connects the candidates with
companies that are in different locations. This advancement brings technology to the workplace
in the best way. It minimizes travel and other expenses, but still allows interviewers to meet the
candidates using a human-like interaction.
A video conferencing interview is just like any other face to face interview. The only difference
is the fact that technology bridges the distance between the interviewer and candidates. Just like
a telephone call, a video conferencing interview has multiple points that allow two or more
people in different locations to take part in the interviewing process. The interview can be

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conducted from a desktop at work, a home computer, laptop, smartphone or a tablet. Video
conferencing interview creates better experiences for the candidates. They will be able to
diligently answer all questions without feeling nervous as they are not sitting in front of a live
panel.

Convenience
Companies will be able to organize interviews and set up logistics in a virtual conference room
with lesser logistical resources and in a shorter time period.
Save Time
A video conferencing interview does not just save money, but also saves time for both
interviewers and candidates. There will not be any need to travel and interviews will fit into a
single day's work.
Create A Comfortable Interview Environment to Outperform
Video conferencing interviews do not give the interviewers a chance to really connect with the
candidates. It allows candidates to communicate with the company's interviewers without any
tension from home. This helps the candidates perform well.
High Productivity
Video conferencing interviews improve productivity by shortening interview processes and
selecting the best candidate on the internet no matter whether the candidate are located or not.
Interviews Are Recordable
Video conferencing interviews are easy to record. As such, interviewers can use these
recordings if they need to refresh themselves about the interviews.

Preparation
Having a video interview does not mean you shouldn’t take it seriously. Treat it as if you are
interviewed in person. You should thoroughly research the company, its industry, its products,
and its achievements so you’re prepared to discuss them during your interview. Additionally,
the Internet has made it incredibly simple to familiarize yourself with your interviewer before
you meet them virtually—HR professionals are generally very active on LinkedIn and a quick
Google search will shed some light on who you’re meeting. Also remember to prepare some
questions to ask of the interviewer yourself when the time comes.

Punctuality
For an in-person interview, it’s courteous to show up approximately 10 minutes early. It’s the
same for a video interview, except it’s for more than just showing that you’re a punctual per-
son. You want to be early to your online interview because it may take you a while to log on.
For example, if the company uses a video conferencing software you’ve never used, it might
take some time to download the application. You’ll want to make sure you do all this before-
hand so that you’re ready to go at your interview time. Being late for the interview, no matter
what the reason, is not a good way to start a successful online interview.

Technology
It would be a letdown if you found out that your microphone or webcam didn’t work right be-
fore your interview. When preparing for your video interview, there are three main components
to test:

 Audio settings: Do your speakers and microphone work? Make sure you are coming
across clear and loud with no static.
 Camera settings: Is it too dark? Too light? Too distracting in the background? It’s best
to sit in front of solid colored wall with plenty of light. This way, the interviewer will
focus on you and not the decor behind you
 Internet connection: This is often overlooked, but it may be wise to ensure you’re
plugged in with an Ethernet cable for a hard connection. Video conferencing may take
up a lot of bandwidth and a spotty Wi-Fi connection may cause an overly lagged ses-
sion.
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You’ll also want to familiarize yourself with the software being used for the interview. Zoom,
HireVue, GoToMeeting, Skype, and Google Hangouts are some common platforms. Consider
signing up for a free trial, watch tutorial videos, or do whatever you have to do to familiarize
yourself with the tool.

Environment/Setting
Choose your location very carefully. Be wary of places like coffee shops or co-working spaces,
because you’ll want to avoid the sounds of coffee grinders and other people in the background.
You also don’t want to interview in a place where there’s a lot of visual distractions, either. Try
to find an area with a plain wall to use as your backdrop, and make sure that your lighting isn’t
creating a glare or shadow.

The ideal setting for a video interview is a secluded room in which you can shut out any dis-
tractions. Avoid being near windows against busy streets, and make sure children and pets are
out of the house or being supervised to be sure you’ll have a distraction-free environment.

Speak Slowly and Clearly

While using technology for a video interview, there can be delays or the microphone may not
pick up your voice well. To prevent this from happening, take your time when speaking and
enunciate your words. This will make sure that your interviewer can hear and understand you.

Listen Carefully
Keep your mind from drifting off and focus on listening when the interviewer speaks. Pay close
attention to what the interviewer is saying. Sometimes when you’re on a video job interview,
it’s easy to accidentally cut someone off due to audio delays or from not paying attention to
nonverbal cues. To avoid this, listen carefully to the interviewer and wait for few seconds be-
fore speaking to avoid cutting in.

Attire
Attire is one of the most frequently overlooked video interview tips. Even though an online in-
terview usually means the interviewer won’t see anything from the waist down, it doesn’t mean
you should only dress up the upper half of your body.

You may need to stand up to grab something in the middle of the interview, which would re-
veal your mismatched bottoms. Avoid this risk and wear interview clothes from head to toe.
View yourself through your webcam to make sure your outfit looks professional on camera as
well.

Body Language
Your body language in a video interview can convey a lot of things about who you are as a per-
son. You can present a positive image by ensuring you’re sitting up straight with good posture.
Place both feet on the ground, and avoid doing things like slouching or holding your head up
with your hand. And always try to keep your hands on your lap to avoid distractions.

It’s also important to pay attention to where you’re looking. Looking at the interviewer’s face
on your computer screen means you’re not actually looking into the camera and making eye
contact. Instead, look into the camera as often as possible, especially when you’re speaking.
This will give your interviewer the sense that you’re engaged and not distracted by what’s hap-
pening on your screen.

While it may seem like a lot to remember, these video interview tips can help you adjust to the
intricacies of interacting with a remote team. By following these tips for video interviewing,
you can ensure that you’re fully prepared to make the best impression. 

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 Doing well in an interview will make one stand out from the crowd. The following are a
few tips to be followed to succeed in an interview.

 Do research

By having a working knowledge of the company one is applying for, one can show that one has
a genuine interest in working for them. This helps to let the employer know that one is not just
applying for a job for the sake of applying or one is not-flight risk (someone who, if hired, will
leave the company or change jobs shortly after being hired). This also shows that one knows
what one’s interests are and that one has thought for a while about the company one is applying
to.

 Be as positive as possible

This is the most challenging part of the interview. Whenever a question comes up in an in-
terview, it is important to try and put a positive spin on things. For example, if an interviewer
asks a question along the lines of, “tell me about a time in which you’ve had to deal with a dif-
ficult co-worker/supervisor.” This is not the time to vent about how much the candidate de-
spised her/his old boss or co-worker, rather it is a chance to express how she/he handled a diffi-
cult situation and made it better. It is a lot easier to stay positive if one focuses on herself/him -
self in the situation instead of others.

 Practice good nonverbal communication

It is about demonstrating confidence: standing straight, making eye contact and connecting
with a firm handshake. The first nonverbal impression can be a great beginning or quick ending
to your interview.

 Good grooming
Good grooming is expected for a job interview. Shoes should be polished with no visible
wear. Be sure there are no buttons missing or stains on your clothes. Do not chew gum. Bring
along a fresh change of clothes if you are interviewing after work to avoid looking sloppy.
Shorts, T-shirts and sneakers are not appropriate for most job interviews. First impressions are
so crucial, especially at business meetings and job interviews where your professional reputa-
tion is at stake. It is important to know what to wear for an interview and to be well-groomed.
Whenever we meet someone for the first time, it takes mere seconds for us to size them up and
form a first impression, therefore it is important to wear modest dress that one is comfortable
in. The colour of the attire should neither be too gaudy nor be too subtle.
Dress code for men
A solid-color suit in wool or wool blend, either navy or dark grey, clean and pressed, is
standard for a job interview. A long-sleeved white or light blue shirt and a silk tie in a solid
colour or small stripe looks nice. A conservative approach is generally best in an interview, so
consider removing any visible piercings and tattoos. Be sure that your hair is neatly trimmed
and facial hair is well-groomed. A close-cropped cut is more becoming to balding men than a
comb over. Fingernails must be clean and trimmed. Avoid strong-smelling after-shave lotion or
cologne. Carry a briefcase or portfolio. Even if the job itself would not require a suit, it is cus-
tomary to dress more formally for the interview.

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Dress code for women
Formal and modest dressing is advisable. Large, dangling earrings and clattering bracelets
should not be worn because they can be distracting. Avoid strong perfume and cologne. Aim
for a natural look instead of heavy makeup. Avoid long fingernails painted in crazy colors.
Carry a small handbag or a leather briefcase and a folder.
 Listen
From the very beginning of the interview, the interviewer gives information, either directly
or indirectly. If it is not paid heed to, a major opportunity would be missed. Good communica-
tion skills include active listening.

 Do not talk too much

Telling the interviewer more than she/he needs to know could be a fatal mistake. When one
has not prepared ahead of time, one may ramble when answering interview questions. Prepare
for the interview by reading through the job posting, matching your skills with the position's re-
quirements.

 Use appropriate language

Professional language should be used during interview. Be aware of any inappropriate
slang, words or references to taboo topics like age, race, religion, politics, as these topics could
send you out immediately.

 Do not be cocky
Attitude plays a key role in the success of an interview. There should be a fine balance be-
tween confidence, professionalism, and modesty. Even if one is putting on a performance to
demonstrate her/his ability, overconfidence is as bad, if not worse, as being too reserved.

TYPES OF INTERVIEW

1. Personal interviews:It includes

 Selection of the employees

 Promotion of the employees
 Retirement and resignation of the employees

This type of interview is designed to obtain information through discussion and

observation about how well the interviewee will perform on the job.

Evaluation interviews: The interviews which takes place annually to review the progress of
the interviewee are called evaluation interviews. Naturally, it occurs between superiors
and subordinates. The main objective of this interview is to find out the strengths and
weaknesses of the employees.
Persuasive interviews: This type of interview is designed to sell someone a product or an
idea. When a sales representative talks with a buyer, persuasion takes the form of con-
vincing.
Structured interviews: Structured interviews tend to follow formal procedures; the inter-
viewer follows a predetermined agenda or questions.
Unstructured interviews: When the interview does not follow the formal rules or proce-
dures, it is called an unstructured interview. The discussion will probably be free-flowing
and may shift rapidly from one subject to another depending on the interests of the inter-
viewee and the interviewer.

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Counseling interviews: These may be held to find out what has been troubling the workers
and why someone was not working properly.
Disciplinary interviews: Disciplinary interviews occur when an employee has been accused
of breaching the organization’s rules and procedures.
Stress interviews: It is designed to place the interviewee in a stressful situation in order to
observe the interviewee’s conflict management and disposition.
Informal or conversational interview: In the conversational interview, no predetermined
questions are asked, in order to remain as open and adaptable as possible to the intervie-
wee’s nature and priorities; during the interview the interviewer “goes with the flow”.
Standardized or open-ended interview: Here the same open-ended questions are asked to
all interviewees; this approach facilitates faster interviews that can be more easily ana-
lyzed and compared.
Closed or fixed-response interview: It is an interview where all interviewers ask the same
questions and the interviewees are asked to choose answers from among the same set of
alternatives.

Type What to Expect Tips

A call from an employer to eliminate

extra candidates based on essential Have your job search records
Telephone/Screening criteria. An employer may call you organized and handy. Refer to your
Interview without an appointment. résumé when needed.

Used instead of a telephone screening

interview, but with the same basic You may not be meeting with the
purpose. Provides an initial final decision maker, but donot slack
In-Person Screening impression of your attitude, interest, off. Sell yourself as you would in a
Interview and professional style. ‘regular’ interview.

In-depth questions to evaluate your Establish a connection with everyone

qualifications for the position and you meet (before and after the actual
your ability to fit in. There may be interview). Sell yourself as a natural
Selection Interview more than one interview at this stage. addition to the team.

Behavioural The interviewer will ask questions

Interview(also that require you to describe how you
known as a STAR have handled work-related situations. Think of a few examples ahead of
interview -Situation, This provides more information about time. Use examples that illustrate
Task, Action, and your behaviour, personality, and your skills and give a good
Results) character. impression of you.

Gives you a chance to show samples Run through different ways to

of workyou have done or demonstrate describe the projects in your
your skills. May be a display of portfolio. Practice your presentation
Work Sample your portfolio or a demonstration of until it sounds spontaneous and
Interview your skills. natural.

A meeting with your prospective

Peer Group coworkers who evaluate how well Donot forget to smile. It shows
Interview you fit in. confidence.

Panel Interview Three or more people will ask you Direct your answer to the person
questions on your qualifications and who asked the question, but try to

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evaluate how you fit in. It may
include other candidates for the
position.
Luncheon Interview Interview conducted in a restaurant to
(also known as "The assess how well you handle yourself
Meal Interview") in social situations.
Questions intended to make you
Stress Interview uncomfortable and a test how you
will handle stress on the job.
Uses technology for a “person-to-
person” interview by video. Allow
Video Conference people from different locations to
Interview interview you without traveling.
General Guidelines
1. Start by researching the company and your interviewers.
2. Practice your answers to common interview questions.
3. Re-read the job description.
4. Use the STAR method in answering questions.
5. Get the help of a friend to practice answering questions.
6. Prepare a list of references.
7. Be prepared with examples of your work.
8. Plan your interview attire the night before.
9. Prepare smart questions for your interviewers with regard to the position offered.
10. Bring copies of your résumé, a notebook and pen.
11. Arrive 15 minutes early to your interview.
12. Make a great first impression.
13. Treat everyone you encounter with respect.
14. Practice good manners and body language.
15. Win them over with your authenticity and positivity.
16. Respond truthfully to the questions asked.
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maintain eye contact with all group
members. If other candidates are
present, introduce yourself and be
polite. Volunteer to respond first to a
few questions, but do not dominate
the entire interview. Compliment
another candidate's response and
then build on it with your own
thoughts.
Pick easy things to eat so you can
answer questions and pay attention to
the conversation. If the location is a
coffee shop, the interviewer is
probably looking for a more casual
conversation.
Keep your cool and take your time in
responding to the questions. Don't
take anything personally.
Practice before a video camera or
mirror if facing a camera during an
interview makes you nervous. If the
employer requests that you interview
using an online video chat (such as
Skype or Google Chat), do a mock
interview with a friend using that
technology before the actual
interview.
 TIME MANAGEMENT
Mark Twain once said, “Eat a live frog first thing in the morning and nothing worse
will happen to you the rest of the day.” Frog denotes the biggest or the most important task or
the one you are most likely to procrastinate on if you donot do something about it.
 Want more time? Then start waking up earlier. This way you have the time to read, exer-
cise, respond to emails, and plan out your day properly.
 Do not let everything you have to do swirl around in your head. Jot them out so that it
clears your brain and prevents you from getting overwhelmed.
 One of the most effective ways to gain more time is to eliminate those commitments that
are, well, a waste of your time. Identify these commitments that are unproductive and do
not schedule them into your calendar growing forward.
 Science has found that you should only work four hours a day. This does not mean you can
goof off the rest of the day. It is all about focusing on your most important tasks when you
are most productive. Spend the rest of your day resting, practicing your skills, and com-
pleting less challenging tasks.
 Multitasking does not work. In fact, it takes longer to complete a task when we multitask
because our minds shift back-and-forth. Instead, focus on one task at a time. Train your
brain to slow down a little. It is like running; the more you train your body, the faster you
will become. 
 Use Pomodoro Technique.In the late 1980s, Francesco Cirillo developed the Pomodoro
technique as a time management tool. The idea is that you break your time down into inter-
vals, known as “pomodoros.” (Pomodoro = “tomato” in Italian.) Cirillo named the system
“Pomodoro” after the tomato-shaped timer he used to track his work as a university stu-
dent.  One pomodoro is equal to about 25 minutes of concentrating on a task, and a short
break of three to five minutes. The idea is to go hard at a task for a set period of time, and
then take a short break. After you have completed four pomodoros, take a longer break of
between 15 and 30 minutes. In theory, the pomodoro technique is a way for you to concen-
trate your efforts on one task rather than getting caught up in the myth of multitasking.
You get a short break to reset and refresh your mind, and then you either continue the
same task (if it isnot done) or you switch to a new task. The idea of a longer break after
four pomodoros is also designed to help you combat fatigue at your station.
 Instead of composing just a to-do list, create a “to-done list” where you write down every-
thing you have already accomplished. It is a powerful way to keep you motivated when
you need a boost.
Exercise :
Test your time management skills:
1. Do you have a time table to follow?
2. Do you prioritize your work?
3. Can you say ‘no’ when necessary?
4. Do you look forward to your work?
5. Are you averse to presentations?
6. Are you persistent?
7. Do you keep work pending?
8. Do you have clear objectives?
9. Do you manage people around you efficiently?

14
 10. Are you comfortable with imperfection?

(If you answer 5 or more of the above is ‘no’, then you are not good at time management. You
need to sit down and reflect on your life, your career and the way you are spending your time.
You badly need to manage your time.)

15
 RESUME /BIODATA

RESUME
Resume is a French word meaning ‘summary’. A resumeis ideally a summary of one’s
education, skills and employment when applying for a new job. A résumé does not list out all
details of a profile, but only some specific skills customized to the target job. It is thus, usually
1 or at the maximum 2 pages long. A resume is usually written in the third person to give it an
objective and formal tone.
Structure: A good resume would start with a brief profile of the candidate, summary of
qualifications, followed by industry expertise and then professional experience in reverse
chronological order. Focus is on the most recent experiences (with responsibilities and
accomplishments), and previous experiences are only presented as a summary. This would be
followed by education details and/or professional affiliations and/or voluntary initiatives.Print
out five copies of your resume. You never know who you will be meeting, and you need to
have your resume ready in case you're asked for it.

CURRICULUM VITAE
Curriculum Vitae is a Latin word meaning ‘course of life’. It is more detailed than a
resume, generally 2 to 3 pages, or even longer as per the requirement. A Curriculum Vitae lists
out every skill, all the jobs and positions held, degrees, professional affiliations the applicant
has acquired, and in chronological order. A Curriculum Vitaeis used to highlight the general
talent of the candidate rather than specific skills for a particular position.
BIO-DATA
Bio Data is the short form for biographical data and is an archaic terminology for
resume or C.V. In a bio data, the focus is on personal particulars like date of birth, gender,
religion, race, nationality, residence, marital status, and the like. A chronological listing of
education and experience comes after that.
To summarize
– A resume would be ideally suited when experienced people apply for specific positions where
certain specific skills are more important than education.
– A Curriculum Vitae on the other hand should be the preferred option for fresh graduates or
people looking for a career change. It could also be used by people applying for academic
positions.
– The term bio-data is mostly used in India when people apply for government jobs or for
research grants where one has to submit descriptive essays. It is obsolete.

A good resume should have the following details:

 Career Objective
 Summary
 Skills and Competencies
 Employment History
 Academic Background
 Certifications
 Membership / Affiliations
 Training
 Publications
 Conferences Attended

16
Some things to watch
 Is your resume format pleasing to the eye?
 Are the information provided adequate? Are redundant pieces of information removed?
 Are there any spelling mistakes or grammatical errors?
 Are words correctly capitalized?
 Is the resume easy to read, with consistent font size and font type?
 Are there too many tables and columns that do not make sense?
 Is the flow of information logical?
 Are sentences too long and incorrect? Are there grammatical and spelling mistakes?
 Does the resume appear professional?

FORMAT- RESUME /CV/BIODATA

Résumé

 Skills & Competencies Targets a specific

 Employment History 1-2 Pages
position
 Academic Credentials

Curriculum Vitae

 Skills and Competencies - de-

tailed Can be more than 2 Does not necessarily
 Extensive details of Employ- Pages target a particular job
ment
 Academic Credentials - detailed

Biodata

Résumé or Curriculum Vitae

+
Personal Details Can be more than 2
 
 Gender Pages
 Date of Birth
 Nationality

17
 INTERVIEW PRESENTATION TECHNIQUES

Have a clear message: Work out what you want to say in two or three sentences before
elaborating your ideas.  Keep the interviewer engaged, make them think and question: This is
much about how you fit with them as they fitting with you. Think of your presentation as one
half of a conversation that you will lead, rather than a monologue where you will bludgeon
them with facts and statistics. You need to take your listener(s) with you, get them participating
in the argument or story you are developing.

Always consider the 80/20 rule of engagement: Of course, you want to create some impact
and gain attention, but that needs to be backed up by substance. So, aim for 20% of your slides
and talk to be thought-provoking and challenging, and the remaining 80% to be insightful or in-
formative. Keep this balance all the way through, so your audience keep listening and is then
18
rewarded for their attention with new knowledge. Remember that only when people are listen-
ing they are able to gain any understanding.
When you prepare slides, think of simplicity: It takes a lot of work to craft a simple idea – a
lot of time thinking about what to leave out, and how to distil everything down to one great
point or example rather than an under-confident handful. When it comes to slides, think ‘1 slide
= 1 message’. This will give you greater control over the subject, and you can stay on each as
little or as long as you like.
Exercise 1:
1. Why do you want this job?
2. Why are you the best person for the job?
3. What relevant experience do you have?
4. Why are you interested in working for this company?
5. What can you contribute to this company?
6. What do you know about this company?
7. What challenges are you looking for in this position?
8. Why do you want to work for this company?
9. Why should we hire you?
10. What are your salary requirements?
Exercise 2:
11. Write a job application form.
12. Write a letter of intent for a job
13. How to write a cover letter?
14. How to write a resume objective?
15. Conduct a mock interview.

REFERENCE:
https://umdcareers.wordpress.com/2013/10/17/why-interviewing-skills-are-important/
https://www.orchard.co.uk/blog/different-types-of-interviews-1536.aspx
https://www.indeed.com/career-advice/interviewing/job-interview-tips-how-to-make-a-great-
impression
https://work.chron.com/importance-grooming-dressing-job-interview-1887.html
https://due.com/blog/how-i-use-the-pomodoro-technique-to-get-more-done/
https://www.getsetrésumé s.com/blog/143-difference-between-résumé -cv-and-biodata/
https://www.entrepreneur.com/article/318566
http://www.careercubicle.com/home/résumé formats
https://www.jobs.ac.uk/careers-advice/interview-tips/2131/10-top-tips-for-interview-presenta-
tions
https://www.robertwalters.com/blog/7-tips-for-a-stand-out-interview-presentation.html
https://www.monster.com/career-advice/article/boost-your-interview-iq
https://thebusinesscommunication.com/what-is-interview-types-of-interviews/
https://careerwise.minnstate.edu/jobs/interviewtypes.html

19
 UNIT III
GROUP DISCUSSION
Group Discussion refers to a communicative situation that allows its participants to
share their views and opinions with other participants. It is a systematic exchange of
information, views and opinions about a topic, problem, issue or situation among the members
of a group who share some common objectives. Therefore, it is sometimes called as leaderless
discussion. It is a hiring technique employed by most organisations to gauge whether the
candidate has certain personality traits and select an ideal candidate for a particular job.  

An average group discussion usually features 10 to 15 participants. The group

discussion process begins by the announcement of the topic to the group, which is (usually)
followed by a preparation time of 3 to 5 minutes. More than 5 minutes preparation time may be
given only if the GD is a case-study discussion, and has a long case statement. At the end of the
preparation time, the panel signals the group to commence the discussion, and from then on
plays the role of a non-participating observer. This means that the discussion is not moderated
or anchored by a panellist. The panel usually consists of 3 or 4 panellists, who look at various
aspects of the participants, content and delivery. The group members must discuss the topic as
they deem appropriate without any kind of suggestion from the panel. The panel expects
neither a particular order of speakers to be followed nor a minimum or maximum duration of
speaking to be followed by individual participants.

The average duration of most group discussions is 15 minutes (not including the
preparation time). In some exceptional cases (such as IIFT), it may continue for up to 45
minutes. One must remember that the longer the group discussion, the more seriously the panel
looks at the quality of the content (facts, analysis, explanation and argument) of the
participants. The panellists may end the group discussion whenever they want to, and also
extend the same for as much as they want to.

The group discussion ends in either of the two ways: first, the panel may abruptly stop
the group discussion and announce the end of the process; second, they may ask a participant
(or more than one participant) to summarise the group discussion. Summary cannot have
anything in it that was not discussed during the discussion. The participants who have been
mostly quiet during the group discussion are usually asked to summarise it. The summary must
be an objective recapitulation of the important points brought up during the discussion, and the
conclusion of the discussion.

Significance of Group Discussion

Business management is essentially a group activity and working with groups is the
most important parameter of being successful in professional sphere. Group discussion helps
organisations to evaluate a candidate’s ability to function as a member of a team rather than as
an individual employee. It helps the recruiters to estimate the candidate’s ability to cope with
different scenarios; her/his subject knowledge, spontaneity of thought, diction and body
language. It saves the employer’s time, since the employer could assess the traits of a handful
of people at the same time. It helps the candidate to express her/his ideas through words in an
effective way and prove that she/he is the best among the handful of people.

Skills looked for in a Group Discussion

 Analytical and Reasoning Skills: 
The ability of the candidate to explore the ‘why’ and ‘how’ of the subject matter is of para-
mount importance in a group discussion. The candidate’s ability to analyse and persuade oth-
ers, to see the problem from multiple perspectives, the ability to substantiate her/his standpoints

20
and the ability to employ logic in strengthening or weakening the argument put forth without
losing her/his cool are assessed in a group discussion.
 Organisation Skills: 
This indicates the ability to effectively flowchart ones thought process, to construct logical
arguments and structure the discussion in a streamlined manner, avoiding random forays. In
simpler terms, it is the ability to organise facts, explanation and supporting points in the right
order so as to maximise the impact of the content.
 Communication Skills: 
Every other skill of a candidate goes vain, if she/he does not have communication skill, as it
is the vehicle of thought. Good communication skills can help one to avoid misunderstandings
and professional glitches and to have an edge over the other participants while negotiating. It
can also help one to exhibit ones confidence and grab the attention of the panel. This reveals
the candidate's ability to connect with the group and is measured from a dual perspective: ver-
bal and non-verbal. While verbal communication scores the candidate on parameters like flu-
ency, articulation and modulation, the non-verbal quotient defines her/his adequacy vis-&-vis
body language, gesture, eye contact and posture.
Verbally, communication skills are not just about speaking fluently in English. It in-
cludes clarity of thought & expression and active listening. The ability to clearly express the
concepts and what one has understood in simple and appropriate words is assessed in a group
discussion. In fact, the candidate who uses obscure jargons invites negative marking. Once the
chance to speak is grabbed, one has to speak slowly and with confidence. Focus is to be more
on ensuring that one’s points are understood by people rather than becoming self-conscious or
self-analyzing one’s speaking skills while contributing to the discussion.
A good communicator should be able to receive information as sent, which is possible
only if she/he is an active listener. Active listening indicates empathy and the willingness to
consider others view. Active listening helps the candidate to learn something new from others
in the group, even if the topic is not well known and helps the candidate to integrate the infor-
mation, instead of jumping to conclusions. It helps the candidate to avoid repetition of points,
thereby helping her/him to contribute new points to the discussion. Above all, it helps the can-
didate to be aware and alert all through the discussion. Active listening takes into consideration
not just verbal communication but also nonverbal communication.
It is obligatory to adopt positive nonverbal communication and interpret nonverbal
communication of others during group discussion in order to avoid unpleasant arguments. Non-
verbal communication that should be followed in a group discussion:

 Sitting up straight, as it demonstrates having adequate level of energy.

 Being relaxed, however not too relaxed.
 Maintaining eye contact communicates confidence, leadership, strength, attention and
intelligence. Pareto principle could be emulated while maintaining eye contact, where
80% of the time one could look at the active participants and the 20% of the time one
could look at the inactive or the less active ones. This will ensure that nobody is left
out.
 Eyebrow-flash, is a universal sign of recognition and acknowledgment. Eyebrow-flash
is an unconscious signal of raising both eyebrows quickly and returning them to a
comfortable position while looking at the person with whom you want to connect.
 Nodding of head to someone's opinion is a way to regulate the discussion and encour-
ages the speaker.
 Sporting a genuine smile, as it is a sign of enthusiasm, friendliness. It communicates
to others that the person is approachable and could manage stress.
 Maintaining sufficient personal space is mandatory as it makes others comfortable.

21
Nonverbal communication to be avoided:

 Being too animated (waving arms frantically or making gestures that are too loud)
may mean the candidate is impulsive and lacks poise.
 Nervous gestures like twiddling with pen or staring at the ceiling when others in the
group are talking, scratching nose, biting nails, twiddling thumbs, tapping feet and
rubbing eyes.
 Pounding on the table and pointing of fingers to make a point during the discussion,
which exhibit aggressiveness.

 Crossing arms, as it is a defensive gesture. It might suggest that the candidate feels that
whatever he says is correct and does not want to accommodate someone else’s views or
opinions at all.

 Hands clamped together, which signals lack of confidence and desperation to seek
support.
 Legs crossed at an objectionable distance from the chair, which shows non-adherence
to a formal code of conduct, apart from indifference and casual attitude.

 Grabbing the folder or bag too tightly or wiping face too often, frowning, adjusting hair
or clothing again and again signal the candidate’s nervousness.
 Getting too relaxed. Crossed feet and completely stretched out legs demonstrate that the
candidate is very relaxed and over confident.

 Interpersonal Skills or Social Skills

Social skills are the skills we use every day to interact and communicate with others. It is
reflected in the ability of the individual to interact with other members of the group in a brief
situation. Emotional maturity promotes good interpersonal relationships. The candidate has to
be more people-centric and less self-centric. Interpersonal skills include the ability to empathize
and the ability to remain objective & cool even when someone provokes one with personal
comment, to be non-threatening and more of a team player. It also includes maintaining proper
body language, eye contact, flexibility, accepting criticism with patience, optimism, respectful
and knowing the difference between being assertive & aggressive, etc.
 Leadership Skills
It includes the ability to lead, inspire and carry the team along to help them achieve the ob-
jectives of the group. It is the potential to initiate the group discussion, to guide the group espe-
cially when the discussion goes off topic by steering the discussion to the topic, or to encourage
and inspire all the members to participate in the discussion. The following are the indispensable
qualities that a leader should possess:
 Adaptability – being adaptable to the situation and the topic given

 Proactive and decisiveness – being firm as in when and how to pitch in one’s point and
perceiving things before hand and steering the topic to a new dimension of discussion

 Clarity and confidence – being clear of the objective of the discussion, central idea of the
topic and being able to articulate the same with confidence

 Courage and commitment – being courageous to take the initiative and stay rooted to the
goal

22
 Optimism and passion - being cheerful and persevering

 Humility and honesty – being down to earth and truthful

 Accountability and delegation - being responsible even when a work is delegated to

someone; encouraging a silent group member to pitch in her/his point

 Ability to inspire others – by quoting valid points, encouraging others, being polite etc.

 Critical thinking and creative thinking – to throw unprecedented points in the discus-
sion

 Good communication skills - being complete, concise, considerate, clear, courteous, cor-
rect and confident

 Empathy – being an active listener, respecting others opinions, perceiving others emotions
during the discussion and acting accordingly; avoiding offensive words and points, steer-
ing the conversation to a smoother plane of discussion, if a participant grows irritated etc.

 Team building - It refers to the various activities undertaken to motivate the team mem-
bers and to increase the overall performance of the team. The candidate who takes the role
of a leader is expected to build the team.

A leader plays the following roles and therefore has an edge over the rest in the group.

o Facilitator – He leads the group discussion while keeping track of group discussion.
o Seeker of Information – He tries to gather and solicit information from others.
o Disseminator of Information – He prefers to share information and facts.  
o Seeker of Opinion- He tries to gather some opinion from others and ask the fellow par-
ticipants for their opinion.
o Giver of Opinion – Promptly jumps to give his opinion on the views shared by the other
participants.
o Analyst – He analyses and clarifies the ideas and opinions discussed during the group
discussion
o Energy spreader – This participant can be seen encouraging other participants to explore
some new ideas during a group discussion.
o Bridge creator – He creates harmony between different opinions, by giving a solution.   
o Summary maker – He summarizes and concludes a group discussion by including all
important points discussed during a discussion. 

 Motivational Skills

Motivational skills and leadership skills goes hand in hand as a candidate who is self-
motivated would stay focused on the topic and contribute her/his best to the group discussion,
and motivate others in the group to do the same.
 Problem Solving Skills

It is the competence to come out with divergent and offbeat solutions. Creativity to solve
complex problems gives the candidate an edge over the others, especially if it a case study
based group discussion.

 Conflict Management Skills

23
 Sometimes, two or more candidates have a heated discussion and start shouting at each
other during a group discussion. The candidate who steps in and cools them down and helps
them respect each other points has conflict management skills.
Some of the Key Attributes Screened through Group Discussion:
 Being focused

Even in the case of an ongoing debate, it should be ensured that the points are relevant to
the topic at hand. It helps the candidate to portray herself/himself as a goal-oriented person.

 Speak only when relevant

Candidate who speaks all the time with no valid point will lose her/his credibility. On the
other hand the one who speaks only relevant points at the right juncture of time will gain
respect, as it exhibits self-control of the candidate.
 Team Spirit

A group discussion is the most powerful tool to evaluate a person's team skills. Team skills
are important because, in the present knowledge economy, it is very essential for a manager to
be a team player. A manager will always work in teams. In the beginning of his career, a
manager works as a team member and, later on, as a team leader.

 Flexibility

This means openness to another person's ideas and also being open to the evaluation of
one's own ideas. Sticking to one point till the end without seeing and accepting the logic given
by others makes one come across as a stubborn participant. To stay flexible in a group discus-
sion, one should avoid taking a firm stand in the beginning of the discussion. A person who
takes a firm stand faces very strong points against his stand at the 11th hour which leads to a
Catch 22 situation. On the other hand, a person who is flexible will have less sharp corners in
his personality and his friction with people around will also be less.

 Assertiveness

Being assertive is all about being positive, confident and emphatic. An assertive person has
an inherent ability to put his point across the group in a friendly and confident manner. His
body language is positive and he has a friendly disposition towards fellow group members.

 Initiative

Initiating group discussion echoes leadership skill of a candidate. When a candidate initi-
ates the group discussion, she/he grabs the attention of the recruiters and fellow candidates. So,
if a candidate who initiates is able to make a favourable first impression through her/his content
and communication skills, it will help him sail through the group discussion. The candidate
24
who initiates also has the onus of giving the group discussion the right perspective or frame-
work.

Initiating a group discussion is a double-edged sword. It can make or mar ones performance
rating. Starting well has huge benefits, but even the slightest mistake in the beginning gets
highlighted and puts one in a bad light. However, if a candidate stammers or stutters or quotes
wrong facts and figures, the damage done would be irreparable.So, one should initiate only if
one is well versed with the topic and is confident enough to take a lead by showing the group
some direction.

 Alertness and Presence of mind

In a group discussion it is required to carefully listen to the other person's thoughts and keep
an argument, example or a supportive statement, fact and example ready to participate in the
discussion. This shows how alert one is, how much importance one can give to when someone
is putting her/his point forward.

 Creativity/Out of the box thinking

An idea or perspective that opens new horizons for a discussion on the topic is highly ap-
preciated in a group discussion. For example, when there was a group discussion on 'Men can
cook better than women', a participant added a new dimension by bringing in a fresh perspec-
tive like 'Cooking is not only about food. I know men can cook better lies than women.' Fresh
ideas are always appreciated.

 Inspiring ability

A good group discussion should incorporate the views of all team members. If some mem-
bers want to express their ideas but are not getting an opportunity to do so, giving them an op-
portunity will be seen as a positive leadership trait.

 Confidence

Confidence is another important quality under judgment during a group discussion. It is not
just the command over knowledge that exhibits ones confidence but also how one carries her-
self/himself throughout the discussion. It is not only about what one knows but also how one
expresses the same. Speak loudly and clearly. Maintain eye contact with each of the member as
you keep speaking. Always sit in an alert position. Speak with conviction.

 Time Management

A candidate who expresses all his views within his own time limit, gives other candidates time
to express their views and summarises everyone’s views in a few minutes just before the
discussion ends, is said to have time management skills. It is advisable to jot down the

25
 following in the time given for preparation before the group discussion: definition of the topic,
two or three pros and cons and a three-point-structure to the discussion

 Tolerance and cooperation

Tolerance is an essential trait that one has to showcase in a group discussion, since it is this
quality that prevents a group discussion from becoming a heated argument. It is exhibited
through respect, acceptance and appreciation of the rich array of opinions and perspectives put
forth.

 Proactive

It is to be ready with a solution before a problem gets materialized. It includes, inspiring the
passive participants to speak up and proactively and softly make the dominating participant
speak less. You may say, “I think Manali wants to add something…”

 Be courteous with fellow speakers

It should be remembered that one of the key traits, recruiters look for is team spirit. It is
essential to be courteous and at the same time be assertive. Points should be put forth at the
right time, without cutting in when others are talking. Negative statements like, “I disagree” or
“That’s incorrect” should be avoided. Using milder forms of disagreement like, “Adding
another perspective to what you just contributed” or “Looking at it from another angle”, not
only displays one’s positive personality but also shows one is a team worker.

 Optimism and Persistence

The determination to get across what is there in one’s mind without stepping on others shoe
with a cheerful countenance is important in a group discussion.

Group Discussion: Do’s and Don’ts

Do’s Don’ts

 Address the group with dignity and  Don’t be an impulsive participant

respect
 Stick to the professional etiquettes
 The first entry should be well-planned
 Enter the discussion with a strategic
input
 Understand the difference between
initiating and beginning the discus-
sion
 Organise your thoughts before speak-
 Don’t initiate a conversation without solid
planning
 Don’t repeat any point unless it is highly re-
quired
 Don’t use a dominating tone
 Don’t take anything personally
 Don’t lose your cool
 Don’t object without a solid reason
 Attributes such as arrogance, overaggres-

26
 ing
 Be yourself
 Be a good listener
 Put your views in an easy language
 Be receptive to others’ thoughts and
opinions
 Establish eye contact with others (key
participants)
 Don’t overlook the passive partici-
pants completely
 Strong voice, correct usage of gram-
mar, clear diction and good language
 Constructive arguments
 Accept counter arguments gracefully
 Be a good learner
 React to others in a positive way and
acknowledge the preceding before
putting forth your opinion
 Show good interpersonal skills
 Give facts and figures to support your
viewpoint
 To conclude, sum up the discussion
with some key points
 Show a well-maintained disposition
sive, loud, etc. should be avoided
 Don’t carry negative energy or attention
 Don’t show poor interpersonal skills
 Don’t give all the attention to the main partic-
ipants. Give equal attention to others as well
 Don’t deviate from the main topic
 Don’t ask stupid questions without a base
 Don’t get involved in cross discussions if the
main topic is being discussed
 Don’t violate the essence of the discussion
 Avoid futile discussions or unnecessary ar-
guments
 Don’t come to the discussion with improper
attire
 Don’t shout or scream to provide your view-
point
 Don’t over gesticulate
 Don’t interrupt others (their private space)
while making your points
 Don’t breach the code of conduct

Helpful Hints:
 Tone – use the right tone, supplies inappropriate emotion.
 Words – avoid word filters and ambiguous words.
 Non-verbal – be aware of other person’s body language, and overcome negative
posture by changing your words, tone and posture.
 Clarity – speak clearly and avoid mumbling and shouting.
 Speed – speak at an even pace, neither too quickly nor too slowly.
 Emphasize – avoid monotone, emphasize the important points and eliminate af-
fectations such as dropping your voice at the end of sentences.
 Jargon – use words that the listener is familiar with.

GD presentation style:
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  use clear and concise expressions
 use short and manageable sentences
 speak slowly and audibly
 use variations in tone and intonation
 use hand gestures while you speak and avoid a closed body language
 maintain eye contact and try to smile
 use your body language to suggest a positive attitude

EXERCISE:
Choose a topic for Group Discussion. Team up into a group of 8-10 members. The team is
allotted 5minutes as a preparatory time and 5 minutes to brainstorm. The group discussion
should be assessed in the following format:
Evaluation form for assessment in GD’S
Analytic Team
Speaking Insight and al Flexibili Assertivene Commu Listenin Group
Name Remarks
Skills Creativity ty ss g Skills Activity
Skills nication

Sources:
https://www.mbauniverse.com/group-discussion/tips
https://www.handakafunda.com/group-discussion-definition-tips-and-other-rules-to-follow/
https://www.naukri.com/blog/what-is-group-discussion/
http://placement.freshersworld.com/basic-skills-required-for-gd/33121993
https://www.rediff.com/getahead/2007/feb/05cat.htm
https://www.examsplanner.in/group-discussion-guide/

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