Unit4 Notes

Technical Communication Skills
Interview skills; Group Discussion: Objective & Method; Seminar/Conferences Presentation skills: Focus;
Content; Style; Argumentation skills: Devices: Analysis; Cohesion & Emphasis; Critical thinking; Nuances:
Exposition narration & Description; effective business communication competence: Grammatical; Discourse
competence: combination of expression & conclusion; Socio linguistic competence: Strategic competence:
Solution of communication problems with verbal and non-verbal means.
1.0 Interview:
An interview is a psychological and sociological tool. It is a conversation between two or
more people that has a definite goal and in which the interviewer asks the interviewee a
series of questions to determine if he or she is qualified for hiring, admittance, or
promotion. It could also be a conversation in which a reporter probes a subject to learn their
thoughts. It is regarded as the most significant type of data collecting since it is a systematic
way to get in touch with someone to learn about their opinions. Interviewing someone also
provides insight into how well they can handle a specific task. At various points in our
lives, we might have to attend interviews. If we think of an interview as a simple encounter
between two or more individuals, we might not be afraid to confront the panel members of
an interview. However, the concept that "I am being seen and evaluated by each member"
might be unsettling. Alternately the process may be defined as a conversation between two
or more people takes the form of an interview. One side conducts interviews for a certain
reason. The interview might be for a new job, a promotion at work, confirmation of a certain
role, admittance, choosing a spouse, or any other reason. Media professionals will also
speak with public figures, celebrities, or anybody with a message for the general audience.
The format of the interview may alter depending on its goal. We may put greater emphasis
on the employment interviews. Even though style of discussions varies each company, a
few guidelines apply to everyone. As instance, for each interview process, one must
develop or revise one's CV, research the organisation, and practise responses to frequently
requested questions.
Accordingly, an interview is meant to ascertain if a candidate is qualified for a post or
position or to confirm a candidate's credentials, level, or achievement. As the name
"interview" implies, it is intended to ascertain both internal and external views of the
candidate. It is important to evaluate all of his qualities, not only his ability to communicate
verbally and in writing. Nowadays, it is propogated that during job interviews, employers
only assign academic performance 50% weight and 50% weight to other life qualities.
Technical skill may be quickly acquired via training or by gaining experience, but innate
qualities are difficult to modify. In addition to technical expertise, other crucial
qualifications include the ability to communicate effectively both verbally and in writing,
as well as the breadth of knowledge, adaptability, honesty, integrity, and loyalty. Typically,
a group of professionals conducts the employment interviews. On the panel, many

specialists may be present to evaluate the various talents. The technological basis and
adaptability are examined by professional specialists. Whatever is learned at college may
not be beneficial for the rest of one's life; it is simply required as a foundation. Today's
technology is evolving at such a rapid speed that a person's skills and knowledge might
quickly become outmoded. As a result, he must be able to stay up with new developments
in the field. Multimodal skills and behavior are required even in technical expertise.
Working in watertight areas, such as those related to electrical, mechanical, chemical,
computer, information technology, electronics, communication, instrumentation, control,
or similar fields, is not permitted. Skilled professionals must interact at various levels and
at various times. He ought to be able to interact well with coworkers, superiors, and the
chief executive. Once more, the communication might be spoken or written, private or
public, through phone, fax, or email. The selecting committee includes certain individuals
with the ability to decipher body language, gestures, facial expressions, eye contact, and
eye tracking. Many additional qualities, including knowledge, communication, self-
assurance, morality, and mental stability, are evaluated both directly and indirectly.
Historical checks are done on societal, economical, and cognitive variables. Nowadays,
spiritual quotient (SQ) is now tested, in addition to IQ (intelligence quotient),
EQ(emotional quotient), AQ(adversity quotient) and SCQ (social quotient). Through a
process called an interview, both qualitative and quantitative information and statistics
regarding his abilities and limitations are produced. IQ we are aware measures our
intelligence holistic way. SCQ gauges our activeness on the society & community front.
EQ is a unit for evaluating our thoughts, feelings, emotions, imagination etc. SQ evaluates
your inclination towards meditation, values, ethics, philosophy etc. AQ tells your approach
to deal with a problem and how fast you get it out of it. Here the most important is the
resilience, learning, flexibility & adaptability. There are several reasons to schedule
interviews. Interviews are typically performed to accomplish a few of the following goals:
a. To choose a person for a certain job.
b. Monitoring performance.
c. Gathering data.
d. Exchanging data, and offering advice.
The following categories of interviews can be made based on their purpose and nature:
i. Job Interview ii. Termination iii. Counseling Interview
Interview
iv. Persuasive v. Information vi. Disciplinary Action
Interview Interview Interview
vii. Media Interview viii. Exit Interview ix. Evaluation / Appraisal
Interview
x. Conflict Resolution Interview
Each of the aforementioned categories takes a minor detour from the norm. In contrast to
a termination interview, when your employer may have to persuade you that your services
have been terminated for reasons that are precise, factual, and verifiable, a job interview
may need you to persuade the interviewer that you are the best candidate for the position.
An interview may be categorized into three forms based on the participation and input of
the interviewer and the interviewee: telling, telling and listening, and problem-solving.
a. Job interview: During job interviews, both the employer and the applicant are
interested in learning more about the candidate's skills and experiences as well as
the company and position being offered. Both the applicant and the employer want
to leave a positive impression and build a connection. In the Job interviews in the
first round are often formal and organised. However, when the interviewer probes
the candidate's comments, following interviews could be more impromptu. A new
business must hire both technical and non-technical workers. The business will need
more technical and non-technical employees as it expands. Every year while the
business is operating, some employees may leave for new positions, some
ineffective and useless workers may be fired, some employees may retire, and some
employees may depart in search of better opportunities. It may be looking for a
better job with a greater salary or a more convenient location, for self-employment
or for any other reason. It is required to hire new employees to address all of these
shortcomings. It is the first round of hiring. Initial hiring is frequently open to
everybody. Nowadays, the majority of information technology (IT) organisations
hire students in a variety of engineering specialties as well as non-engineers. After
initial recruiting, they go through six months or a year of training. Large

corporations work on interdisciplinary initiatives. They evaluate the candidates'
attitude, ability, and approach during the training period. Following training, there
is a formal interview to evaluate their talents and assign them to the different
responsibilities. It is a choice based on the assignment. Various engineers work on
different projects. Different talents are needed for marketing, manufacturing,
maintenance, management, design, and R&D.
b. Termination interview: An employee is told by a supervisor why their
employment has been terminated. The interviewer makes an effort to keep the
employer out of court and to foster a good working relationship with the applicant.
The interviewer cites reasons why in order to achieve these objectives are exact,
precise, and verifiable. Some workers may lose their jobs in certain organisations.
There might be a variety of explanations for the end. Let's say a consulting company
hires some staff in anticipation of a new project. However, if no other tasks are
offered, the affected individuals must be fired. When an industry has a rapid
downturn, the firm may not be able to keep all of its employees, forcing some of
them to be let go. Some businesses may decide to diversify their sources of output
or activity. The type of labour that is needed may vary. It could be required to scale
back the previous workforce. Some occupations, such as marketing, involve
extensive travel, and some employees find it uncomfortable to work remotely or
travel frequently. There are various restrictions on going outside, working a shift,
and working at unusual hours for female employees as well. There is no other
alternative if the current personnel are unwilling to update their skills or training for
certain occupations except to fire them. It is simple to fire someone in a private
firm, but due to established norms and powerful labour unions, it is exceedingly
challenging to do so in government, semi-government, and public enterprises. The
management sets up an interview with the employee to discuss the problem and
present several solutions, such as section change, posting or promotion outside the
company, training, deputation, etc. If nothing can be worked out, the person will be
fired. It is challenging for the person to be qualified for any other employment in
the event of a termination. He could receive advice to willingly leave. This
interviewing process aids in preventing disagreements, disputes, and legal

proceedings. After going through this procedure, the departing employee might not
have resentment toward the business and, even after leaving, he might not act
against the interests of the business.
c. Counselling interview: Healthy family relationships among the staff are necessary
for a thriving organisation. Employees may have family issues, societal issues, or
economic concerns in addition to technical duties. The worker could occasionally
get irritated. His productivity at work is impacted. Here, a counsellor must be
effective. The employee might not be prepared to address his issue with others due
to self-esteem issues. He must develop a connection with the counsellor. The
worker should sense genuine concern for him from someone. He should be spoken
to in a friendly context without a formal interview. He'll reveal himself. He will
speak openly and without reservation about his personal, professional, and familial
issues. He will be content if they are resolved. He will give his all to the task at
hand, increasing his effectiveness and the company's production in the process.
Coming to the another perspective An employee and a manager have a conversation
about personal issues that are affecting job performance. The interviewer is
interested in the wellbeing of both the organisation and the employee. Establishing
the facts, communicating the concern of the organisation, and guiding the person in
the direction of a helper. Only a qualified expert should provide guidance on issues
like substance misuse, marital conflict, and money troubles.
d. Persuasive interview: A person introduces a new concept, item, or service to
another and explains why the other should follow his or her suggestions. Although
not exclusively, persuasive interviews are frequently linked to selling. The
persuader enquires about the requirements of the other person and displays
how well the idea or product can satisfy their demands. A persuasive interviewer
must have the capacity to elicit information from people, listen intently, and provide
information that is appropriate for the circumstance and the interviewee's
sensitivity. The business could create a new policy. It could decide to pursue a new
product in an effort to diversify its business. It could combine with another firm or
work together. In this situation, it is important to inform the staff about the
obstacles, chances, benefits, and drawbacks of the shift. The objective of

interactions and interviews is to provide a briefing and, if feasible, to look for new
avenues or choices. It fosters inter-personal trust and culminates in the workers'
unwavering support.
e. Information interview: The interviewer looks for information that can help them
make a choice or get a basic knowledge. One person asks a series of questions that
need to be answered, while the other person listens to the responses. For example,
a doctor and patient, a manager and employee inferior, etc.
f. Disciplinary action interview: A supervisor tries to change an employee's
behaviour during disciplinary interviews after they have disobeyed company
policies. The goal of the interview is to persuade the employee to accept the need
for the rules and to follow them. Additionally, the interviewer examines the data
and investigates the subject's attitude. Neutral remarks are more powerful than
negative comments due to the emotional attachment that is most likely to occur.
There is a work handbook for every organisation. The workers receive a briefing on
their responsibilities and rights at the time of their appointment. The regulations
may occasionally be communicated in writing. Some individuals are unwilling to
work out of habit. The commanding officer must accept work from these
individuals. It is simple to work alone, but it is highly challenging to obtain labour
from others. There is no concern about losing one's employment at government and
semi-government institutions. Labor unions may at times encourage employees in
private companies to refrain from working under specific circumstances or to do
their duties in accordance with the rules. This breeds disobedience. Regularly,
incidences of indiscipline are occasionally reported because of a personality conflict
or personal bias. The case must be resolved by the commanding authority. He has
to confirm the information by speaking with the affected parties. He must determine
if the complaint is legitimate or not. He must persuade the workforce of the
company's rules, repercussions, and importance in order to create a good working
environment. He should make an effort to identify the answer. To create good
tradition, punitive action could be taken against somebody who is at fault but
refuses to accept responsibility. People who cause trouble should be segregated,

recognised, and penalized.
g. Media interview: Politicians, celebrities, and other achievements are interviewed
by members of the press and TV channels. In certain instances, the declarations or
the interviews are written or shown live on television. The person should use
caution when speaking and nonverbally expressing himself during audio and
footage interview transcripts. It clearly demonstrates a person's degree of maturity,
intellect, and integrity. His reputation is impacted, and occasionally the
organization's or party's reputation is also at risk. Due to a lack of evidence in the
print media, the speaker has the option of either agreeing or disagreeing with the
speech that was published. It is not feasible to record audio or video. Many accused
people are interviewed by the media, and both pro and con opinions are offered.
Such interviews skew public perception, making it often exceedingly challenging
for judges to determine the truth. Most of us have probably watched televised news
conferences held by the government, corporations, and industries, as well as shows
like Walk the Talk, Meet the Entrepreneur, etc. Many times, reporters may phone
the leader of an academic facility, a prominent government official, or the CEO of
a firm to inquire about discuss their triumphs or concerning abnormalities. We may
have watched the interview given by Mr. Shashi Tharoor, the former Minister of
State for External Affairs, during the IPL Kochi Franchisee dispute, or the one given
by Mr. Ratan Tata, Chairman of the Tata Group, at the launching of the Tata Nano.
These are all interviews with the media, which are often done to inform the public.
The medium performs conversations with the persons in charge as well as with
specialists to gain their perspectives, interpretations, and more when there is an
emergency, such as a terrorist attack, internal unrest, etc. information on the actions
the government has done. Sometimes when we provide news, the media will call
and ask us questions to validate certain details of the story or to learn more about a
certain subject. As a result, media interviews may give viewers timely updates on
the situation.
h. Exit interview: A worker might serve for a business or an organisation in one or
more roles, in one or more departments, and then quit to accept a position with
greater prospects, travel overseas, or retire. There is a method for conducting exist
interviews in each of these situations. An exiting individual would often keep their
feelings to themselves and claim that there is nothing wrong with the business and
that he is only leaving for personal reasons. Just a formal leaving interview, really.
Employers may occasionally be really eager to learn some important information
from the extroverted individual. The extroverted individual occasionally exhibits
prejudice. If he receives a penalty or is not given a promotion, he may call off. A
person will open up if the exit interview is fair and if he is treated nicely. He could
disclose a lot of information about the company that the CEO might never know.
He may discuss politics within the organisation, unethical behaviour by some,
autocratic behaviour by some controlling officers, prejudice and favouritism within
the organisation, good and bad organisational traditions, unwanted activities,
indiscipline, the success and failure of controlling officers, the leadership of some
individuals, and so forth. After a lengthy career, a person who retires from a top
position could provide some useful ideas for improving the organisation.
i. Evaluation / appraisal interview: Various teams are given distinct projects in
certain businesses. The entire project assignment is broken down into many
modules and given to various groups. The entire thing might be a time-limited
assignment. The completion of numerous modules is necessary for the project to be
completed. Each module's group leaders are required to frequently check in with
their teams to gauge their progress and create a new action plan. Through interaction
and interviews, this procedure determines the quantity of work accomplished in
terms of completed jobs as well as the quality of the work in relation to the supplied
specifications. The interviewing procedure also identifies the system's strong and
weak points. If certain employees lack the necessary skills, they might be fired or
may be sent for skill upgradation. The employees may undergo performance
appraisal interview also on the basis of which they are being given increment
promoted, demoted, transferred, sent for skill update / upgrade or asked to leave.
j. Conflict resolution interview: There are several departments in a big company.
Everyone attempts to establish their own efficacy. Competitions are beneficial, but
occasionally people try to make the other person less effective in order to show that
they are superior. Both individuals could flourish on their own. Their efforts,
however, are not bilateral. They disagree on egos. Divergent interests result in a
decreased effective productivity. Under these circumstances, each group must first
have an individual interview. It is important to determine the problem's underlying
cause. They should receive appropriate counselling, and a peaceful resolution
should be reached that won't wound their egos. Different departments might
occasionally conflict at engineering colleges, posing difficulties for the director.
Apart from these there can be election interview, matrimonial interview, telephonic
interview, business interview, admission interview, passport / visa interview, Phd.
Interview etc.
a. Election interview: The media conducts interviews with candidates from

various parties during election season. The candidates discuss their own
ideologies, party platforms, and visions. If candidates are presented well, it aids
voters in learning more about them. Editing is a choice and a right for media
professionals. They each have their own prejudices, preferences, and dislikes.
It gives the candidate an excellent opportunity as a tool, but occasionally the
media may portray the candidate whatever they choose. Candidates enjoy
making a lot of empty promises that they can't keep.
b. Matrimonial interview: In this instance, the interview used to be one-way. To
choose a life partner or wife, the males or parents evaluated the girls. Boys and
girls nowadays each have their own likes, dislikes, and personal preferences.
They strive to learn as much as they can about one another throughout the
interview. They enquire about a person's social, economic, educational, and
intellectual background, as well as about their family, place of employment,
hobbies, and shared interests. For making decisions, the information shared
during the interview is helpful. Many hidden traits are also revealed through
verbal and nonverbal communication, body language, gestures, style,
confidence, etc.
c. Telephonic / online interview: Currently, interviews may be conducted
through the phone, internet, email, webcam, and other technologies, whether
they are for a job, a marriage, or a company. The preliminary interviews may
be conducted over the phone, through webcam, or by internet chatting when

the potential applicants are dispersed over a broad area. Additional interviews
could be scheduled if there is some initial interest.
d. Business interview: When someone needs to borrow money from a bank for a
house or a company, the bank manager questions the customer about their
intentions, employment stability, repayment capabilities, and the soundness of
their business concept. When proposals are made to educational or research
institutions for a new college, a new course, or a research project, following a
preliminary review of the documents, interviews are scheduled to determine
the project's viability and advantages to the stake holders. Interviews and
interactions may be important when two organisations wish to collaborate on a
project.
e. Admission interview: Admission interviews in private educational institutions
begin in kindergarten. The parents are questioned about their socioeconomic,
educational, and employment backgrounds rather than the kids. The interviews
frequently have as their goal determining the parents' ability to pay for
donations. If the admissions procedure is simplified at the upper secondary and
graduate levels, interviews are only used to verify eligibility requirements, the
legitimacy of papers, and the results of a written test administered as an
entrance examination. First screening at M.Tech and MBA level interviews is
based on the results of the entrance exams. A group discussion and personal
interview come next.
f. Passport / Visa interview: Special sorts of documentation are necessary for
these interviews. The type of visa needed will depend on the type of visit—
visitor, immigrant, H1 visa, etc. They must provide a certain set of papers, and
in most circumstances, the personal interview is more crucial when applying
for a visa. They could take into account the candidate's objectives, financial
situation, and social and economic background. In addition to providing
documentation, the candidate must persuade the committee members of his
visit purpose through conversation and body language.
g. Phd interview: An applicant must deliver a presentation on his research plan

when he registers as a Ph.D. candidate. The specialists make an effort to
confirm the candidate's academic standing, research technique, and background
in the field required to begin the study.
2.0 Job / Employment interviews:
There are four main categories that job interviews might fall into.
a. Campus interview: Interviews held on college campuses are referred to as campus
interviews. Companies let the students know well in advance that they would be
visiting their campus to choose candidates for jobs through the college's placement
department. Upon reaching there they would give a presentation (known as a Pre-
placement Talk) to interested students on campus about themselves, the kinds of
projects they work on, the selection process (aptitude test, group task, case study,
technical interview, HR interview), etc., and also respond to any questions the
students may have. Any organization have a short amount of time to spend with
students because it has to complete numerous rounds of interviews in a short amount
of time. As a result, these interviews will be succinct and direct.
b. On site interview: Interviews done at a company's location are referred to as on-
site interviews. Many employers interview or shortlist individuals after reading
their resumes. (Services like www.placementindia.com, www.monsterindia.com,
www.naukri.com, and www.bestjobsinindia.in supply information about the job
opportunities in many sectors and transmit the candidates' resumes to the
employers.) Call them in for a face-to-face interview. Occasionally, the selected
candidates also from shortlisted campus interview candidate can be invited for
further sessions at their workplace. In this kind of interview, the interviewers may
be able to spend more time with each candidate since they have more time available.
As a result, this kind of interview could be more thorough than college interviews.
c. Telephonic interview: The interviews that businesses perform over the phone are
referred to as telephonic interviews. By speaking with the applicants and checking
the information on their resumes, this sort of screening could be employed to narrow
the pool of candidates. The interviewing employer notifies the applicants well in
advance through an email is sent to them to confirm the day and timing of the
session. A telephone interview will often be quicker than a face-to-face interview

and could not be the last interview used to choose the candidates.
d. Video conferencing: Many businesses, particularly multinationals, utilise
videoconferencing interviews to choose candidates for employment as recruiting
becomes more international. In general, businesses may employ this method of
interviewing when selecting candidates for senior jobs from all around the world.
However, it may also be applied to hiring inside the same nation. Applicants may
utilise a videoconferencing facility that interviewers have set up in the institute or
campus of the candidates if they are informed of it. If not, the candidates must visit
a neighbouring organisation with videoconferencing capabilities. In either situation,
they will show up for the interview in a formal environment just as they would for
one in person.
2.1 Stages of a job interview
a. Appraisal / screening of a resume: On the basis of projects they have finished,
certain courses they have attended, internships they have accepted, etc., some
firms may shortlist individuals.
b. Tests: Companies provide written or online aptitude exams with parts such
technical, numerical, verbal, logical, psychological, etc.
c. Group discussion: The second stage following the aptitude exams is often
group discussions. Group exercises may also be used by some employers to
evaluate a candidate's personality, leadership potential, subject matter expertise,
communication abilities, etc.
d. Presentations: For the purpose of shortlisting, some firms may require the
candidates to give a two- or three-minute presentation.
e. Personal interview / Face to face interview: This might be the last stage of
the interview. Many employers now require the candidate to present a brief or
lengthy case featuring a fictitious issue in the commercial or industrial setting
and offer a few potential answers. in a brief period interview through
videoconference / personally It's possible that this is a technical/HR interview.
f. Medical: Following confirmation of the employment offer, the candidates
could be requested to undergo a medical checkup. The businesses that provide
the advantage of medical claims carry out this. The business makes sure the
applicant is. Not suffering from a serious illness as the sum that may be claimed
for the treatment will be significant. This is also done to make sure the applicant
has no health issues that might prevent them from executing the tasks that are
expected of them.
g. Negotiations: After the candidate has been chosen, follows this phase. After
talking about the candidate's expectations for pay and other perks, the
organisation extends a job offer to them.
h. Acceptance / rejection of the final offer: This is the last leg of the process
where the candidate is given the chance to accept or reject the offer at the
prevailing terms & conditions before closing the offer.
2.2 Process of the face to face / personal interview at the campus / on site:
In its simplest form, an interview consists of four distinct steps:
a. Establishing rapport
i. When you enter the room, look around and establish eye contact with
the people there.
ii. Smile warmly and greet them.
iii. Shake hands with a firm grip(when offered), if required, and sit
when invited to do so.
iv. Address the panel members as ‘Sir/Madam’ or use their surnames if
you know correctly.
v. Interviewers will analyze you in reference to the company culture.
Be prepared about the company values ethics philosophy, hierarchy,
products / services, forthcoming projects etc.
b. Gathering / sharing information
At this stage, the employers will ask questions and match your answers
against their expectations.
i. Your honesty and sincerity in answering the questions should be
evident.
ii. Most interviewers are keenly aware of when they are being deceived
or tricked.
iii. You will be judged on attitude, work ethics, intelligence, and

honesty.
c. Closing
i. If your interview has been successful, there will usually be an
indication of what is to come next.
ii. You may be given further company information that is reserved only
for the select few.
iii. You may get a hint from the interviewer’s body language. They may
come near you pat your back / shoulders.
d. Follow Up
There are two simple steps you can take to make a lasting impression after
your interview, which greatly increase your chances of success.
i. Call the interviewers to thank them for their time. If possible, you
may want to add additional information which was not discussed in
the interview. This phone call should ideally take place the same
day.
ii. Immediately write the interviewers a short note-mail, thanking them
for their time and restating your interest in the position. These simple
gestures of a phone call and a thank-you email can make a big
difference.
2.3 Most sought attributes in a candidate: (the skills / qualities which impress the
recruiters)
Here is a summary of the qualities and abilities that most businesses look for in
potential hires.
Technical skills: The applicant's subject-matter expertise relevant to the position
for which they have applied. For instance, while hiring a "programmer-analyst
trainee," the employer may be looking for someone who can design, test, and
document computer programmes as well as use their computer skills, methods and
systems.
Analytical Skills: The candidate's capacity to analyse and evaluate an issue,

consider it from several angles, and simplify and enhance it. For instance, one could
be requested to critically analyse a complicated procedure.
Career objective: The candidate's objectives and goals—what they intend to do
with their lives and if they are clear about it—as well as whether their experience
and skills align with those aims.
Mental agility: The candidate's capacity for fast comprehension and awareness is
referred to as mental agility.
Communication Skills: It include the ability to listen, talk, read, and write. The
candidate's capacity to establish relationships with subordinates, superiors, and
capacity to move with team members and subordinates.
Flexibility/adaptability: The candidate's capacity for handling numerous tasks at
once as well as their capacity to change with the times and adapt to their
surroundings. The candidate's capacity to adapt to a workplace with a varied culture.
Management/leadership skills: The candidate's capacity to organise, plan, inspire,
manage, and lead others toward the organisational objective.
Creativity: The candidate's capacity for original thought and innovation. For
instance, if others recommend fining a worker for breaking a guideline and you
recommend assigning him as the guardian.
Positivity / Optimism /Can-do attitude: The candidate's upbeat approach toward
life and other people. One displays a positive attitude, for instance, if they focus on
and present the positive parts of their college, organisation, parents, employers, and
work.
Social skills: Socializing art are the mannerisms one uses while interacting with
others, including how one welcomes others, stands, sits, or walks in front of them,
shakes hands, responds to comments, eats, and drinks, among other things.
Integrity and honesty: The candour and dependability of the candidate.
Determination or steadfastness: The candidate's capacity to complete the task at
hand in spite of several obstacles.
Professionalism: The maturity and impartiality with which the applicant conducts
business
Learning propensity: The applicant's eagerness and open-mindedness to learn
with open mind.
2.4 Most undesirable attributes(reason for failure):
Failure at an interview might occur for a variety of reasons. Ten typical reasons for
rejecting an applicant are listed below, along with advice on how to handle each
one:
Arrogance: It alludes to arrogance. If you come out as overconfident, the panel can
reject you as haughty. Refrain from speaking up before the interviewer has finished
their question. Avoid making a face that suggests, "Why this foolish question? I am
aware of the solution. It is extremely easy. Do not constantly display arrogance by
leaning on the back of your chair.
Apathy: It alludes to a lack of zeal or desire. Avoid having a face that is fixed or
expressionless. You may show that you are enjoying the interview by having a grin
on your face, making eye contact, adopting a confident stance, making opportune
movements, etc.
Uncontrolled anxiety: It alludes to overt anxiety. Although being apprehensive
during an interview is typical, you should strive to keep it under control rather than
showing it via your trembling hands, legs, or lips or more speedily blinking eyes,
knocking your fingers, playing with pen / keyring/tie/collars, adjusting knot, rolling
/ unrolling tie etc. Avoid continuing to clear the voice if you are anxious, putting
your hands on the table, wiping your forehead with a tissue, or covering your throat.
Try to put your hands on the chair's armrests while you tell yourself, "I'm OK/good,"
everything's and present a confident face to the interviewers.
Equivocation: It implies to avoiding issues or doing the bare minimum. When you
are unable to remember the right response to a question even after thinking about it
for a few minutes, humbly apologise to the interviewer. Can I, however, venture a
guess? If you don't understand a question, ask for clarification by saying, "Excuse
me, sir, could you repeat the question?" Alternatively, as an alternative to providing
a false response, paraphrasing in your own words.
Not paying attention: It alludes to a lack of attention brought on by subpar

listening, a distracted mind, or apathy. When you respond inanely to the panel's
questions or turn your head away when they address you, the panel gains an
impression of this trait. Don't forget to demonstrate attentive listening.
Lack of clarity: It implies to the lack of clarity, succinctness, and accuracy in your
speech. Everyone values their time, so take into account that perhaps the interview
process is busy with other candidates just like you. Being well-prepared allows you
to speak clearly and with focus. Avoid seeming unnatural and verbose. You may be
succinct and precise by preparing responses for specific questions that you
anticipate being asked.
Inadequate social skills: It alludes to acting improperly or failing to observe
specific etiquette throughout your interview. Smile warmly and provide a solid
handshake as you greet the interviewers. If a food or drink is provided to you during
the interview, politely decline or accept it while acting appropriately with table
etiquette. Use courteous words and phrases like "could you please," "excuse me,"
"forgive," and "thank you." When you are given a seat during the interview, thank
the interviewers, talk gently but firmly, use strong, positive language, express
excitement in the interview, and acknowledge the panelists while departing the
room. Think of it as a teachable moment.
Lack of consistency: It speaks of a lack of consistency and/or resolve. Avoid often
shifting your areas of expertise. For instance, if your aim said that computer
programming is your area of interest, your responses should support that statement.
You can't just decide to become interested in anything else unrelated. While getting
ready for the interview, try to evaluate your abilities and expertise. Clearly define
your life goals and interests.
Insufficient quantitative and qualitative abilities: It alludes to your incapacity to
defend your viewpoints or responses. Prepare a few examples to demonstrate your
abilities or character traits. If you continue to talk without providing sufficient
reason, the panel can lose faith in you.
Inappropriate personality: It describes a personality that doesn't fit the demands
of the work. For instance, you must have strong communication skills if you are
applying for the role of marketing manager. If you have a large number of people
to manage, you must be kind, understanding, and a capable listener. The selection
committee might not be motivated to select you if your attitude does not meet the
requirements of the position you are applying for. Therefore, it's crucial to
thoroughly understand the job description before attending the interview.
2.5 Preparing for the interview:
Instead of experience, grades, or extracurricular activities, a positive attitude is the
key to succeeding in an interview. A very optimistic attitude about work is
necessary to stand out from competitors who have more education, experience, or
talents. The method most businesses use to evaluate applicants at the entry level is
determined by the applicants' outlook on their jobs. They seek out people who are
genuinely eager to give it their all and who have a "can-do" mentality.
Creating a resume: When an applicant is looking for a job, they produce a résumé,
which is a written summary of their education and employment history. The
employer can assess the candidate's suitability for the position using this document.
The resume should be changed to reflect the requirements of the company and the
job. Later in this chapter, we will cover how to write a resume that will land you a
job.
Personal qualities: One must evaluate their own aptitudes—both hard and soft—
as well as their attitudes, likes, and dislikes. There must be at least two distinct
strengths and weaknesses. For instance, if you consider your dedication and hard
effort to be your assets, many candidates could share this. The opposite may be true
if you have a strong background in a certain field of study or research, are passionate
about a particular line of work, etc. A similar flaw that many applicants have is
being overly sensitive or impatient, but taking initiative and unable to honor them
is also undesirable. Multiple obligations at once do not necessary mean struggle
with the same things. Therefore, do a thorough self-analysis and list your key
strengths and limitations. Consider whether you have a positive or negative outlook
on things. Try to alter your attitude if it is negative. Knowing yourself or reflecting
on your strengths and abilities is a crucial step in preparing for job interviews.
Mock interview: An opportunity to get rid of interview nervousness is only one

benefit of a mock interview. It gives you the chance to practise live interviewing
and answering questions. The opportunity to receive helpful criticism from a third
party can also help to improve the presentation and manner throughout the actual
interview. The interviewing abilities may significantly improve with just one
practise interview. To have two opinions—the interviewer's and your own—it is
ideal for the mock session to be recorded on camera. Try at least one practise
interview. Review your responses before doing a second fake interview to ensure
that they are as effective as possible. You'll feel more confident in your first actual
interview as a result.
Understanding the potential employer: You must be familiar with the business
where you want to or have already applied. You may gather data on the following
elements:
 The Company's Age  Products or Services
 Local And Global Competitors  Rate / Trend of growth
Within The Domain
 Reputation And Position Within  Other Ventures
The Sector
 Locations And Length Of Stay  Organizational Extent
 Sales / Assets / Earnings  Opportunity For Career
Growth
 Future & Current Plans  Mission, Culture, And Values
The corporate website, annual report, CD-ROMs, brochures, columns/articles in

newspapers and magazines, any personal contacts you may have within the firm,
etc. are all good places to start when gathering information. The amount of data
gathered in advance is far more extensive than what is disclosed during pre-
placement discussions or the interview.
Understanding of the job description: It is important to fully comprehend the
job's requirements. The firm website can give you a general notion of the job profile.
Additionally, you must develop a firm understanding of the topic expertise and job-
specific abilities required for the position and the kinds of tasks you'll have to do.
Your ability to match the needs using what you currently possess will improve with
this activity. You can ask the company's representative for further information if
necessary.
Domain foundations: You must swiftly review the material covered in the
college's foundational courses. In general, the job description offers you an
overview of the topics you need to review. Typically, interviewers would ask
relatively simple questions (such as, "What is a pointer? Exactly what distinguishes
primary key from foreign key? Prior to an interview, being really confident about
your primary topics will help you perform better.
Examples supporting abilities: Along with examining a candidate's technical
abilities, interviewers may also evaluate a candidate's teamwork, decision-making,
leadership, problem-solving, etc. qualities. Therefore, choose at least four or five
instances that demonstrate the aforementioned qualities. Then use the STAR
(situation, task, action, and result) technique to write the narration for these cases.
The framework for the solutions is provided by the STAR method. In addition to
saving time, preparing examples boosts one's confidence while responding to
behavioral questions.
Dressing: The workplace style and commercial style are very different. Instead of
your clothing speaking, you should. Choose high-quality, conservative attire. They
ought to be pressed, tidy, and clean. Make sure your footwear is classy, spotless,
and polished. Put all of your paperwork in a tidy folder and bring it with you.
Querying the employer: The expectation of the interviewer is that you will arrive
prepared with a number of inquiries and a working understanding of the
organisation. When you have properly done your research, you might not be able to
come up with any queries because you already know the background of the
organisation. Still, prepare a list of inquiries to bring up during the interview. They
can be dependent on the position you're applying for or your chances of getting it.
Given below are some questions you may ask your prospective employer.
Fast forward one year you are looking back on this hire. What did they do to exceed
every expectation? (This shows the interviewer that you are result focussed).
a. What is the most unexpected thing you have learned working here?
(Impression that you want them to share their experiences).
b. Why is this role open? (Response will let you know about their expansion
plans or previous employee quit).
c. Who would not be a good fit at this company? (Lets you know about their
expectation so that you can match)
d. What goals has your management set for you over the next six months? How
can this hire help you to achieve? (Makes a strong impression)
e. How many people in this role have been promoted to more senior internal
positions? (Lets you to have an idea of the growth trajectory).
f. Can you tell me about a time when someone was encouraged to step outside
the confines of their job description? (Have an idea of flexibility, creativity,
out of box thinking being practiced there).
g. Can you walk me through the roadmap & projections for next 12 months?
(Have an idea of their future plans).
h. Apart from this you may ask them as to whom you will report to? Whom
you will be working with? What training opportunities are available there?
When they will be deciding finally?
i. Do not mention anything about your salary package at this stage from your
side.
Recalling your resume: Imagine how embarrassing it would be if you stumbled

when the interviewer asked you to expound on the project you completed while
you were a student. Try to include a paragraph's worth of material along with
each item on your résumé. What has previously been stated; even better, attempt
to consider how each thing exemplifies a certain strength or weakness of yours.
It is OK to have a duplicate of your resume in your hand to refresh your memory
if you are too anxious to recall everything.
Punctuality: Your first opportunity to meet face-to-face with a potential

employer is in the waiting room. Never fail to arrive ten to fifteen minutes early.
This will offer you the opportunity to review quickly in your head before the
interview. Take a drink of luke warm water to prevent the "cotton mouth"
condition. Contact the administrator or secretary to confirm your attendance. To

get a sense of the amount of period you will have, inquire about the length of
the interview.
Calming one's anxieties: When the day of the interview approaches, you ought
to be prepared. Prior to the event, eat properly, get a good night's sleep, and go
for a peaceful stroll. Also keep in mind that it is merely a job interview. If you
don't grasp it, it's not the end of the world; just think of it as the beginning of
something greater in the future have in store for you.
2.6 Additional Tips:

Effective body language: During a job interview, you should employ a variety of
body language cues successfully. These include your personal look, facial
expression, posture, gesture, eye contact, and personal space to the interview panel,
passion, curiosity, sincerity, social skills, etc.
Personal presentation: Maintain personal hygiene, your dress, and your
accessories. Keep at least two sets of tidy, well-ironed formal clothing on hand, one
pair for each gender (women: pants and a full-sleeved top/salwar suit/sari and
blouse; men: pants, shirt, tie, belt, shoes). shorten your nails. Be well groomed.
Steer clear of garish hues, bulky jewellery, and overpowering fragrances.
Facial expressions: The face is a great way to show the panellists that you are
genuinely interested in and excited about your interview. When you arrive and are
greeted by the interview panel, smile and utilise proper facial gestures. questions.
Even if you don't like a particular question, try not to express it outwardly. Be
positive and athletic, and patiently respond to the inquiries.
Postures: Leaning on the chair or sitting on the edge are both bad postures. Start
off by sitting straight, and then after some time, you can adjust your posture. Be
natural, but also work to manage any anxiety you may be experiencing by placing
your hands on the chair's arms. Use subtle motions when speaking, such as keeping
your fingers near to your body rather than extending them toward the panel, to
indicate that you have two points.
Gestures: Use appropriate hand movements, such as shaking hands, nodding your
head, or tilting your head, as appropriate.
keeping a gaze From the moment you first meet the panelists, keep eye contact with
each of them till you vacated the interview space. When responding to a question,
take a moment to acknowledge the person who asked it before moving on to other
participants. Keep in mind that if you don't glance at the panel, you can come out
as hesitant. Making eye contact can also let you gain feedback sometimes about
how the panelists are responding to your responses, allowing you to adjust your
strategy.
Personal realm: The distance between you and the panel will be relatively little
because you will be seated almost directly across from it (a table may separate you
and the panel). Therefore, avoid making awkward bending or hand gestures on the
table.
2.7 Answering techniques:
Behavioral approach
a. Discuss your accomplishments rather than your goals.
b. Having examples from your work, school, and extracurricular activities
is a good idea.
c. Be prepared to give your own example rather than just any one.
Compelling story approach
a. Add more detail to your responses by turning the concrete instances into
gripping tales that are full of character, flare, and appeal.
b. Engage your interviewer by giving them the specifics and nuanced
information that make your tale come to life.
c. Avoid, however, giving a protracted monologue that will take up too
much of the interviewer's time.
Personality matching or mirroring approach
a. Pay attention to the interviewer's tone and mannerisms. For instance,
you can follow the interviewers' lead if they make few motions or
expressions on their faces same strategy You may also do so if they use
a low voice. Even when the interviewer looks informal, do not overdo
it. Watch and take notes.
b. Bring under control any aspects of your personality that are "too much"
(too loud, too aggressive, too arrogant, too egoistic, too formal, or too
traditional).
Parroting approach:
a. In the event that a query is confusing to you, it is quite acceptable to
"parrot back" the question in the interviewer's own words or your own
words to confirm that you have grasped the intended idea.
b. Make it a stopgap measure when you lack an immediate response. You
will have some time to reflect and respond.
Reframing approach:
a. Make an initial effort to respond to queries as simply as you can.
b. Rephrase the question to highlight a component of your background that
can improve your image even more. For instance, if someone asks you
who your favourite professor is, you may respond briefly about that
professor then reframing the question by stating why that particular
professor is your favourite: "... in fact, it was her motivation that
motivated me to engage in a two-week internship over the winter break,
where I paired my theoretical skills with practical experience in the field
of... You may thus utilise this strategy to your advantage during the
interview.
Abraham Lincoln approach:
Abraham Lincoln typically presented the jurors with all sides of the
argument when arguing in court. He would first provide the other side
of the argument before presenting his client's position.
2.8 Nervousness & how to overcome it:
All the discussion held in the unit 3 notes under the topic Stage fright holds good
over here. Apart from this ‘Row boat technique’ is discussed here.
It is usually a good idea to employ this strategy while you are waiting to see your
interviewer, regardless of whether you are feeling nervous. You can still use this
strategy successfully even if you're feeling uneasy throughout the interview. simply
inhale via your nose, then roll from top to bottom while gently exhaling through
slightly opened lips. You're prepared to move forward when you grip it on the
bottom and take a deep breath. Merely wait, take a slow deep breath, release and
constrict, and then continue if you find yourself overwhelmed with anxiety when
responding to a question. Anyone around will hardly notice this strategy. Whether
you are feeling anxious or not, make it a habit to practise this approach multiple
times before stepping on stage or for an interview. This method's justification is that
muscular spasms stop the nervousness-causing chemical imbalances are introduced
into the human system. Any already released compounds are dissipated with the aid
of deep breathing. It compels the body to get in shape in order to perform the next
duty. The body starts to make endorphins, which are hormones responsible for
creating excitement. A select few interviewers might want to see how well you deal
with stress in your work life. By asking questions or making comments, they could
abruptly convert a relaxed interview into a stressful one for you. For instance, even
if you respond correctly Are you sure? they could inquire. They can say, "I believe
something is off about your approach," or they might say, "I think your interviewing
skills are lacking greatly." What opinions do you have on this? (In fact, one student
said, "I think you are terrific at cutting jokes," and the employers liked that
response.) Some interviewers may ask you to solve a puzzle or share a joke during
the interview. In these circumstances, don't even flinch. These inquiries or remarks
are made to test your mental flexibility, inventiveness, stress tolerance, etc. They
anticipate you to speak clearly, consistently, and to remain emotion- and
performance-free. You can answer these queries if you execute the interview with
the idea that it is a learning opportunity rather than a means of evaluation.
3.0 Group discussion:
In group discussions (GDs), a certain number of individuals (between three and eight) get
together in person to generate, exchange, and discuss ideas through free oral contact. In
many businesses, group discussions are frequently employed for problem-solving and
decision-making. They are also frequently used as a personality test for comparing many
candidates at once when choosing individuals for management positions, particularly in the
service industry, as well as for choosing applicants for admission to top schools. First to
utilise GDs and include them in their battery of examinations for officer recruiting was the
Indian Defense Forces. Ever since, GDs have gained favour with several hiring
organisations because to their simplicity of use and efficiency in terms of time and money.
A group discussion (GD) is a prerequisite for most reputable business schools. Moving on
to the interview, the last step in the hiring process. In a few instances, the group discussion
may not be an exclusion round; instead, each participant is given the chance to engage in
the interview.
The discussion segment that came before it introduced us to the many roles that participants
play in a conversation. All of those tasks are performed by a GD as well, thus the same
rules apply. However, we must prioritise the qualities of an inclusive group while having
group discussions about topics like group orientation, disciplined behaviour, time-sharing,
participation from everyone, consideration of others' opinions, collaboration, etc.
3.1 How to speak in a GD:
Here are few guidelines on speaking in a GD.
a. If you have a thorough comprehension of the subject under discussion, take
the first chance to speak.
b. Patiently hear what others have to say before responding.
c. Speak loudly and clearly so that everyone can hear you and comprehend
you.
d. Express yourself succinctly. Avoid speaking only to talk for the purpose of
repeating things.
e. If further information is required, ask.
f. Encourage other people to contribute.
g. To support a viewpoint, provide data and examples.
h. Chatting to only either one two people in the group is not advisable.
i. Use a detached voice. Consider every group member to be a fellow
participant; exclude no one is either an ally or an enemy.
j. Be modest without appearing weak (see GD Situation 2 on the CD); be
assertive without coming off as pushy.
k. Slightly raise your voice (enough others’ are able to listen even in a fish
market like condition).
l. Present the discussion's key takeaways and any conclusions you made in a
succinct summary as your objective conclusion.
m. Accurate wording must be utilised. Accuracy and clarity go hand in hand.
Accuracy and clarity may deteriorate when we use fewer words. Use
language that most accurately reflects reality. The language used must be
appropriate for the topic at hand.
n. Use cautious when using words with connotations. In fact, it would be wise
to be aware of the difference between denotations and connotations since
failing to do so might damage our interpersonal relationships in addition to
our ability to communicate. Words / phrases like mocking, ridiculous,
preposterous, propose something feasible, too small for it etc. are referred
as inconsiderate.
o. Try to create a cordial and lesser formal atmosphere by listening others
patiently, respecting their opinion and developing mutual trust.
p. Address others by name or mr. 1 ….or mr. A ….etc. Facilitate non speakers
to speak. Use a synchronized body language.
q. Use persuasive strategies, be polite & firm.
r. Identify appropriate time to take a turn. Getting ready to speak to agree,
disagree, to paraphrase, query is taking turn. If you / or anyone else not
willing to allow others to speak it is called holding the turn. When you are
giving hint that you are concluding it is called yielding the turn.
s. Intervene effectively; facilitate others to conclude and reach a decision.
3.2 GD in recruitment / selection / shortlisting process:
A well-designed method for evaluating a candidate's personality, effective
communication, expertise, and teamwork is a group discussion that is held to choose
applicants for employment or entrance to a professional university. A crucial
component of the hiring process, particularly for executive and management trainee
roles, is the group discussion. Employers seek applicants who have the capacity to
take on responsibility, collaborate with a team, and show leadership. Therefore, a
selection GD's major goal is to assess a candidate's team-playing abilities. One
would be interacting with people while leading a team. An autonomous or isolated
worker strategy may not necessarily work in this situation. While arguing our case,
we must consider the other person's viewpoint in order to guarantee that the group
in its entirety comes to a decision that is both workable and agreeable to all team
members. The GD serves as a mock managerial environment to this goal. most GDs
used for selection. Evaluate each person's characteristics, group dynamics, and
leadership abilities. We will examine the traits, assessment, and analysis of group
talks in the parts that follow, as well as learn how to approach such discussions.
3.2.1 The process: Candidates are often assigned a theme or issue to analyze
during group discussions (GDs) held for recruitment. Typically, groups
of 8–10 applicants are created in a leaderless format, and they are given
a particular topic to evaluate and debate within the confines of a 30-
minute or so time frame. They can be given a topic and instructed to
research it, or they might be provided a test case and encouraged to think
of a solution so as to truly debate it. The gathering is instructed to sit in
a circular, rectangular, or U-shaped configuration depending on the
layout of the venue. Members of the group may be given a choice of
seats or requested to occupy the ones the selection panel has designated.
Typically, this panel is made up of executives from the technical and
human resources departments. Following the panel's first introduction to
the participants, the rules of the GD—including the time limit and the
panel's expectations—are discussed. The panel then gives the group a
case or topic to debate and watches the conversation either directly or
through a screen. The panel may give the group some time to reflect on
the subject or case at its discretion. Following that, the panel gives
instructions and the discussion begins. It continues until they give the
all-clear to end it. Each candidate is expected to express their views and
provide any necessary justifications and counterarguments. Although
the panel gives a rough timeframe for the GD, it has the discretion to
shorten or lengthen the duration as needed.
3.2.2 The evaluation & analysis: The following are the four elements that
are often assessed and assessed in a GD:
 Knowledge Depth  Group behavior (esprit de corps)

 Communication Skills  Leadership Attributes
The candidate's analytical and organisational skills, as well as

their breadth and depth of knowledge, are assessed. One must be able
to comprehend the problem and analyse it from several angles, not
simply on a practical level. Let's say the participants are asked, for
example to debate the issue ‘All the nations should do away with defense
preparedness and adhere to NPT.’ according to this statement. Whatever
position they take, they should talk about issues that affect not only their
own institutions but also those that are local, national, and global. With
this strategy, there will be more room for the subject to expand and
interest. One is expected to significantly contribute to the discussion as
a group member. One's performance in the GD is influenced by their
inventiveness, knowledge, initiative, and method of approaching the
case or issue. A little familiarity with the subject at hand, backed by
common sense, might bring us honour. Our interest in a topic increases
with our level of expertise about it. The more enthused and certain we
are, the more fluid and strong our participation to the conversation will
be. The contribution must, of course, be pertinent, logical, compelling,
and, most importantly, engaging and attractive to the selection
committee. Avoiding the subject or limiting oneself to one viewpoint is
pointless. It will be easier to take the initiative if you are well-versed in
the subject or comprehend the case study and can conceive it properly.
In other words, our ability to construct a notion or idea about the subject
at hand establishes the degree of comfort needed to arrive contains a
variety of discussion-worthy ideas. Losing the chance to speak might
result from an inability to take the initiative. Understanding the subject
or issue first makes it simpler to come up with ideas and arrange them
in a way that is understandable to the other participants.
An individual’s communication abilities will be evaluated at a GD in

terms of the following:
 Listening  Expression  The  Body

intently and thinking appropriate language.
clarity use of words
In a GD, listening is just as crucial as speaking. We might not be able to

steer the conversation in the appropriate direction if we don't listen to
others. In a GD, participants are interconnected, therefore it is crucial to
listen intently. Only after that will we be competent to start picking up
the conversation's thread and carry it on. Poor listeners are simple to spot
by the selection panel since their conversation is disjointed. At the
conclusion of the conversation, the selection committee may ask
questions to determine if group members were attentive listeners.
The proper application of tone, voice, and articulation has a significant

impact on the panel's judgement of a candidate's personality and
capacity to persuade and influence others. It is not enough to just have
concepts. They must be successfully communicated. larger than words,
it's the way they're said that communicates the intended meaning. For
instance, an authoritative tone is unpleasant and could lower the
listeners' self-esteem. Therefore, it is crucial to develop a suitable tone.
Similar to how a vibrant, upbeat voice with suitable modulations would
probably be valued. Speech clarity, which is attained through phonetic
precision, is crucial. Fluency in speaking and effective delivery are also
desired. Avoid using slang, jargon, or an unnatural accent in GDs. A list
of the elements of oral communication is provided as tone (character /
quality / mood / projection of voice) ; articulation ; fluency ; modulation(
tone I / tone II / falling rising tone / rising falling tone) ; delivery.
Grammar mistakes should not be present in the language utilised. To

avoid giving others the chance to take over the conversation from you,
do not stop to correct yourself if you make an unintentional grammatical

error. Direct language should be utilised, clear, accurate, and ordered,
with a smooth flow of ideas. Avoid using complicated language. Instead,
make an effort to use clear, plain words. Avoid using language that not
all of the group members may understand since it might create
ambiguity.
Non-verbal communication abilities are just as important to a GD's

results as verbal communication skills. Our nonverbal communication
reveals a great deal about us. Our habits and body language are more
likely to convey our attitudes than what we actually say. Panelists
closely follow the applicants' body language and give it the
consideration it deserves while evaluating them. Body language may be
used to express a variety of emotions, including anger, impatience,
frustration, warmth, enthusiasm, boredom, defensiveness, and
competition. The selection panel looks at how someone looks, how often
they make eye contact, how they stand and move, and how they are
making facial expressions. A applicant is more likely to be seen
favourably by the panel if they come off as professional (i.e., not
overpowering). Positivity is elicited by a confident demeanor, flattering
facial gestures, and meaningful eye contact with fellow participants. It
is crucial to take care of our looks and make an effort to appear as natural
as possible. We must practise thoroughly so that we can use the right
non-verbal cues during a GD to look self-assured.
The way a person behaves in teams may be seen in how well he or she
gets along with new people in the group. Good interpersonal
connections are supported by emotional maturity and equilibrium. You
should focus more on other people and less on yourself. For instance,
Do we maintain composure or do we lose it in the face of a personal jab
from someone? Are we perceived as being impartial, sympathetic, and
non-threatening? These qualities make an excellent team member.
Coordination and collaboration amongst the numerous members are
required to participate in a GD. The selecting committee takes notice of

the members' varying levels of engagement. It's possible that some
members participate more and others contribute less. Some members'
engagement levels can change. The panellists also pay attention to who
speaks to whom, who keeps the conversation moving, and how the quiet
members are handled. The applicant who engages in the process and has
an active interest in it will be chosen as the winner all through the GD.
How successfully we perform the roles of an initiate, informer,
illustrator, leader, coordinator, and moderator determines how
successful we are in a GD. The ideal applicant will spend time with
people, pay attention to their opinions, and respond to them. As a result,
an excellent communicator opens doors rather than shuts them. A key
quality of an effective communicator is the capacity to analyse a
situation and persuade others to view it from many angles without
upsetting other group members. We should be able to respect others'
viewpoints while still being able to assert our opinion. Don't speak
merely to speak's sake either. Beginning where the previous speaker left
off, try to develop your argument. If you disagree with what the
preceding speaker just stated, by all means, do so, but in a respectful
manner in a quiet and friendly way. We could benefit from having some
supporting evidence on hand for our argument. Valid arguments and
suitable verbal and nonverbal communication techniques can persuade
a group. During a GD, the capacity to persuade people is a crucial skill.
Any team's performance is largely dependent on its leader. Without a

leader, a group cannot efficiently do its given tasks. Even if there isn't a
designated leader at a recruiting GD, one frequently develops as the
conversation goes on. The leader will be the individual who possesses
both coordinating and functioning skills. Knowledge, physical and
mental stamina, emotional stability, objectivity, communication
prowess, moral rectitude, and emotional intelligence are all components
of functional ability. Coordination skills need qualities like group
enthusiasm and group flexibility. Group adaptability refers to a person's

capacity to change along with other group members and to act as a
unifying factor that turns the group into a single entity rather than a
collection of individuals. Leadership involves influencing the
discussion by helpful involvement, logical justifications, persuading
other members of a certain point of view, creating support through
collaborating with group supporters, intellectually undermining the
opponent's position, etc. During the GD, the selection panel looks at the
leadership approach. Some people make for powerful leaders. They try
to pressure the other team members into endorsing their decisions or
imposing their ideals or will on them. They also criticise the opinions of
other members. Additionally, they obstruct progress when it does not
follow their desired path. Some bosses are friendly. They continually
work to keep the GD environment serene by preventing disagreement or
bad sentiments from being communicated. Yet another sort of leader
adopts a democratic approach. These leaders make an effort to include
everyone in the conversation and openly and honestly communicate
their thoughts and feelings without passing judgement on others. They
make an effort to resolve disputes as a problem-solving activity. The
selecting committee would undoubtedly favour the democratic leader.
Leaders must be able to cope with conflict and "bulldozers," people with
strong testamentary but little common sense. A leader should be able to
control fish market like situation.
3.3 GD as a problem solving tool in an organization:

GDs are mostly utilised for collective decision-making in businesses. It is the
obligation of the participants in the interaction to articulate their viewpoints and
reach an agreement. GDs can aid in minimising a number of issues that are common
in conventional interactive groups. Here, the word "traditional" refers to an
organisational structure where the emphasis of hierarchy is high. Groupthink may
be a factor in such companies' collective decision-making processes. Groupthink
prevents critical thinking and open inquiry because it places such a high importance
on upholding loyalty, unity, and agreement. The participants could self-censor and
coerce the rest of the group into conformity. The strategies listed below may be
applied to reduce this:
a. Brainstorming: A technique for coming up with a diversity of ideas and
viewpoints is brainstorming. Since criticism obstructs the free exchange of
ideas, it is as impartial as it can be. Ideal participants in brainstorming
sessions should represent a variety of academic fields and represent diverse
social and cultural backgrounds. The more varied the group, the more
probable it is to come up with unanticipated insights, ideas, and connections,
as well as previously unconceived and new solutions to issues. The steps
listed below represent a typical brainstorming session:
i. Around a table, six to twelve people are seated.
ii. The facilitator clearly explains the issue so that all members are
aware of it.
iii. Following that, participants provide as many choices as possible in
a predetermined amount of time,
Put them down on paper, a flip chart, a whiteboard, or a chalkboard. All the
choices are recorded for further debate and study, and criticism is not
permitted. There are two different kinds of brainstorming methods:
In storyboarding participants list key topics and do individual brainstorming
on each. It is frequently employed to address complicated issues. The lotus
blossom approach involves presenting a central concept and having
participants offer eight supporting ideas that surround it, much like the
petals of a lotus flower. Once participants have run out of ideas or the
decision-makers believe they have a solid understanding of the issue and
potential creative solutions, each of these ideas becomes a core concept that
is then surrounded by an additional set of eight ideas. But the fundamental
purpose of brainstorming is to produce ideas.
b. Nominal group technique: The name "nominal group" comes from the
nominal group approach, which limits conversation or interpersonal
interactions throughout the decision-making process. To put it another way,
even while everyone in the group is physically present, as they would be at

a typical committee meeting, operate separately, as outlined below. The
issue is then addressed, and the subsequent actions are taken:
i. The group meets, but before talking about anything, each person puts
down their thoughts on the issue in private.
ii. Until all ideas have been given and recorded, each participant takes
their turn going around the table and offering one suggestion
(typically on a flip chart or chalkboard). No conversation begins
until every suggestion has been written down.
iii. The committee now discusses and assesses the suggestions for
clarity.
iv. Ranking the ideas secretly and independently by each group
member.
The concept with the greatest overall score will be chosen as the final option.
The nominal group approach has the benefit of allowing for formal meetings
without limiting individual thought as an interactive group could.
c. Delphi technique: A more difficult and time-consuming option for group
decision-making is the Delphi approach. The only difference between it and
the nominal group approach is that it does not call on the physical members
of the group are present. In actuality, this method prevents face-to-face
interaction between the group members. The Delphi method is comprised
of the steps below:
i. After identifying the issue, members are requested to provide
potential fixes using a collection of questions that were thoughtfully
created.
ii. The first questionnaire is independently and anonymously
completed by each participant.
iii. The initial questionnaire's answers are gathered, recorded, and
replicated in one area.
iv. A copy of the outcomes is given to every participant.
v. Since the combined findings frequently inspire new solutions or

cause changes in the initial view, another questionnaire is created
based on the results, and the members are once again asked for their
answers.
vi. If necessary, repeat steps 4 and 5 until a consensus is obtained.
The Delphi approach shields group members from outside influences, much
like the nominal group technique does. The Delphi approach may be utilised
for decision-making in geographically dispersed groups because it does not
necessitate the participants' physical attendance. A corporation with
locations in Seoul, Beijing, Munich, Amsterdam, San Diego, Ottawa, Rio
de Janeiro, and Sydney, for example, may use this strategy to successfully
ask its management what the best pricing on the world market is for one of
its items. Businesses might save money by using this method instead of
paying to gather its executives together in one location. The Delphi method
is not without flaws. The process requires a lot of time. In situations where
a quick judgement is necessary, it typically is not relevant. Furthermore, the
approach could not generate the wide range of options as brainstorming or
the nominal group methodology provide. Face-to-face contacts could spark
ideas that would otherwise never occur. The sort of GD that is needed may
be decided by an organisation based mostly on the amount of time that is
available, the urgency of the crisis, the location of the group members, and
the difficulty of the decision that has to be taken. Sensitive issues,
controversial topics may also be discussed using this technique.
3.4 A topic based GD Vs. case based GD:
When a theme for a GD is provided, give it a moment or two to sink in and make a
list of the main difficulties that occur to mind. Don't draw any hasty assumptions.
Instead, choose a position after carefully weighing all the arguments. only then do
you to talk. Before stating your position, briefly summarise the important concerns.
Hence, state your position last and your defence first. If we take a position first,
there's a good likelihood that those who disagree with it will speak up before we
can explain why. In this case, the assessor will only receive a general sense of what
we think rather than how we think.
There is typically no beginning point for a candidate's thought process during
subject-based GDs, which makes them more challenging to manage than case
study-based ones, especially in a topic based GD. It is possible that the panel may
give you some time to consider. The initial dynamics for the first several minutes
are typically a mess. In an ideal world, the topic should first inspire some thoughts.
The presentation must then be prioritised in order to make sense. There might not
be much time left to thoroughly explore the concepts at this stage. We need to start
speaking as soon as possible in order to prevent other participants from potentially
speaking first on the identical topics that we have considered. We must not only
build the concept as we talk, but also plan for other ideas. A presentation that is
weak results from a deficit in one of these processes. We should refrain from
speaking unless we are prepared to do so for at least one minute, as a general rule.
Second, paying close attention to what other participants are saying will inspire new
ideas. Only when ideas are exchanged and submitted to examination can a dialogue
be considered healthy. As a result, it's not required to continually coming up with
fresh concepts throughout. Additionally, it's critical to thoroughly review each word
in the topic, record it if you can, and make sure there are no terms that may be
interpreted differently. If the terminology are unclear, it seems sense to clarify them
first.
Case studies are simpler to manage than topic-based GDs if a person has strong
analytical abilities since they provide a beginning in the shape of a specific
circumstance. Cases are talks of circumstances (in business or other organisations)
necessitating a review of the prior action, a choice on more action, or both. Almost
all cases require both analysis and decision-making. A solid understanding of the
facts and logical analysis are essential. To go through the material at hand and
identify the pertinent facts, judgement is required. Imagination is also necessary for
creating an action plan. To make sure that the procedure is as organised as possible,
a structure for a preliminary investigation is offered below:
a. Consider the problem from several angles.

b. Come up with alternate plans of action.
c. Examine the advantages and disadvantages of each choice.
d. Take a stand.
e. Create a strategy for implementation.
f. Create a backup plan that will be utilised if the initial implementation fails.
Any decision's likelihood of success or failure in the actual world cannot be
predicted. Having a rational decision-making process and an effective execution
strategy are definitely things that can be done.
4.0 Discourse patterns & rhetorical mode:
Discourse is defined as written or spoken (verbal) communication. Following are given
some of the patterns:
a. Classification / Division / Categorization: The goal of categorization is to
reduce large subject to manageable, more focused parts. In our daily lives, we
categorise things frequently without even realising it. However, you must be
careful to just use one foundation for categorization; otherwise, you risk having
objects that fit into many categories. For instance, cell phones now fall under a
broad category. They fall into three categories: media phones, feature phones, and
smartphones. The general example is while using filters during online
shopping(say Amazon) we try to break down (reduce the number) on the basis of
categories as brands, price, discount, other features etc.
b. Cause & Effect: The goal of the cause and effect essay or paper is to ascertain the
relationships between diverse events’ origins and outcomes Sometimes the
relationship between cause and effect is obvious, but it's sometimes exceedingly
challenging to pinpoint the precise nature of that relationship. For instance, the
symptoms of a cold such a sore throat, runny nose, and cough may be obvious.
There are two methods to write a cause and effect sentence writing about the reasons
comes first, followed by the results, and vice versa. For instance, The
microorganisms are responsible for common cough & cold which in turn cause sore
throat. Here we tell the cause first & then comes the effect. But again we say
economic slowdown was inevitable as lock down imposed due to COVID reduced
the purchasing power in all spheres. Here we tell the effect first followed by the
cause.
c. Description / expository: In order to ensure that their readership is completely
engrossed in the reading material, authors employ description as a technique to
bring things to life for their readers. Even if you are not aware of it, you utilise
description every time you tell someone a tale or describe something to someone.
As simple as "I have a blue automobile" or "That is such an adorable kid," or as
complex as "The flowers soak up the golden sun's rays and start to exhibit their
bright hues," a description can be used. Objective and subjective descriptions are
the two main categories. The first two examples above show how objective
description provides a true overview of the topic. Subjective description, which uses
particular words and phrases, provides a more individualized perspective on the
particulars as shown in the third example. This mode is used frequently while
describing a product in a commercial or a shopping website (Amazon, Flipkart), an
experiment in the laboratory, apparatus / machine / tool etc.
d. Comparison & Contrast: When writing, comparison focuses on things that are
similar, whereas contrast focuses on parts that are different. Therefore, a compare
and contrast essay compares and contrasts two topics, or both, to study them. For
instance, organic veggies are more expensive than standard vegetables, but they are
worthwhile. Normally when we are shopping online we are into the habit of
comparing our pick with other products of various companies.
Laptop A Laptop B
Processor XXX XXX
RAM XXX XXX
Storage XXX XXX
Price XXX XXX
Table 1: Comparison & Contrast Way 1

Processor RAM Storage Price

Laptop A Laptop A Laptop A Laptop A
Laptop B Laptop B Laptop B Laptop B
Table 2 Comparison & Contrast Way 2
Comparison Contrast
One similarity One difference
Another similarity Another difference
Both Conversely
Like In contrast
Likewise Unlike
Similarly While
In a similar fashion Whereas
Table 3: Comparison & Contrast Some keywords

e. Definition: It may seem obvious to define something, which is the objective of a
definition essay or piece of writing. However, specifying concepts writing is
frequently more difficult than just using a dictionary. In reality, how we define
concepts may have a significant impact on both people and larger populations. The
mode may encompass a formal definition which is modified time to time, the
history, the context, any sound associated, similar things, function & meaning. For
example if we need to define IPL or Indian Premier League then we will be telling
when the concept came(2007); when the first edition came(2008); who founded;
where it was founded; the general(T20) & tournament format (round robin, with
group system & playoffs); basic phonetic identification on claret; for entertainment
of the masses etc.
f. Narration: Narrative writing is used to tell stories. We frequently engage in this
type of storytelling because we do so whenever we share a moment from our day.
in a narrative style. Narrative is the act of narrating a series of events in writing.
When describing the events chronologically, words like "after," "after that," "at
last," "before," "now," "during," "meanwhile," "soon," "since," "right now," "next,"
"finally," "later," "still," "then," "until," "whenever," "first," "second," and "third,"
among others, are employed. The main elements of this mode are
i. Plot (sequence of events as they unfold) Suppose you are narrating an
incident of fire at the workplace, then you will be telling the sequential
happenings. In another instance you are writing a story on girl child
education you will be narrating the events chronologically. What happened
first then next then next after that….and so on.
ii. Characters (who inhabit & move the story; main & minor/filler) Decide
the characters their likes / dislikes; personality; strengths / weaknesses. Say
fire at workplace all those present and played a role in helping the fire to
extinguish are the characters. In the story on girl child education we can
have a small rural set up with focus on four families. One of them is affluent
and progressive and readily support the education of their daughter. Second
is also affluent but conservative. They are not willing to send their daughter
to the school. However their son attends the school but fails continuously.
Third family lacks resources but progressive. Needs extrinsic inspiration
from time to time to support their girl child for education. Fourth family is
large and also lack resources. All these girls happen to be of same age group
and are friends. Apart from that we can have few teachers, head master,
social activists etc.
iii. Conflict (Primary / major problem to be solved) There can be a series of
conflicts here. In first case of the fire at workplace as to how to avoid
recurrence. In second case of the story there can be multiple conflicts. How
to convince second family members (particularly father) to let his daughter
study. How to help third & fourth family to support the education of their
girl child. There can be some more.
iv. Theme (ultimate message conveyed; implicit or explicit) In the first case
of workplace fire the message can be drawn from the findings of the
investigation. In second case the message can be equal treatment be given
to a girl child and a boy child. It may be supported with events like one girl
child becomes the doctor and saves life of a member.
g. Process analysis: A process analysis essay is written to describe how to carry out
an action or how a process operates. For instance, a person learning to ride a bike,
operate a machine, etc. Process instructions are how to replace or mend a flat tyre?
Process explanation is the describing a tyre, contrasting it with a flat, and
distinguishing between a normal and flat tyre. Sometimes they are referred as SOP
or Standard Operating Procedures. In an organization the policies are made or
renewed for each and every occasion. Be it exam policy, HR policy, leave policy,
maternity / paternity leave policy, medical policy etc. Now we have started talking
of menstrual leave policy for females who have not attained menopause.
h. Illustration or exemplification: To illustrate is to make plain, via the use of
evidence, what is being shown or demonstrated. To exemplify is to illustrate
through concrete instances. Although this style may be employed alone, it is most
frequently utilised in conjunction with other writing to illustrate the many
arguments that an essay is making in order to support its thesis. An effective
illustration uses evidence to effectively explain and support a topic.
i. Persuasion / augmentation: In this mode we try to convince the other party to
accept our view point and take the required action. General examples include sales
& marketing people making a sales / marketing presentation in front of a client; an
advocate arguing in the court pleading innocence on behalf of accused; one party
convincing the state about the funds required & their applications etc. Four main
sub modes are generally used for making the point strong in your favor. Ethos,
pathos, logos & kairos. Ethos refers to the credibility. For a marketing man of a
manufacturing company saying ‘from the manufactures who have been in your
services for past 150 years’ can be a good attempt of establishing credibility. Pathos
symbolizes human emotions. Bank says the ‘relationship matters as you are our
third generation customer. Your grandfather, your father & now you.’ Logos
indicates logic. In the court an advocate tries to prove the point giving evidences &
related logic. Kairos indicate time. Statements like ‘now or never’; ‘once in a
lifetime’; ‘sale closes shortly’ etc. depicts the importance of the time for any
particular event. The words sentences paragraphs are such that you start feeling the
requirement of the item & feel that you will be making mistake by not making the
purchase. The judgement / decision making finally is impacted by these sub modes.
5.0 Communication competence:
Refer to the figure given below
I II
DISCOURSE GRAMMAR
STRATEGIC LINGUISTIC
III IV
Figure 1 Concept of communicative competencies
a. Discourse competency: The discourse competency is defined as the ability to

connect the sentences coherently. The three main aspects of this competency are
cohesion, coherence & emphasis. Cohesion means ties or binding the sentences.
Texts need "ties" to hold them together in order to have texture. Cohesive
connections are what these "links" are known as, and since cohesion is
communicated in part through language and different sorts of cohesive links, like
as references, substitution / ellipsis, are present in the lexicon to some extent.
Emphasis means highlighting the text by enlarging it, underlining it, making it bold,
italic etc. For example,
i. I went out with Seema on Sunday. She looked beautiful that day.
Here ‘Seema’ is being substituted by ‘She’ in the next sentence. The
word ‘that’ creates a reference to ‘Sunday’.
ii. "At the moment, we're finishing up our essays. I understand that you want
to go out, but before you can do that, let's complete this first.
The word ‘that’ substitutes the phrase ‘go out’. The word ‘this’ creates
reference to the word ‘essays’.
Coherence means the meaningful form. Coherence is defined as the

relationships which link the meanings of sentences in a discourse.
i. John hid Bill’s car keys because he was drunk heavily. (Coherence present as
it makes sense that John wants Bill to be safe.)
ii. John hid Bill’s car keys because he likes spinach very much. (Does not make
any sense.)
b. Grammar competency: The ability to produce well-formed sentences & phrases
is called grammar competency. It is universal for any language of the world. The
main elements are grammar (rules of usage), lexis (vocabulary, words), phonology
(sounds, phonetics, and pronunciation), morphology (phrases), syntax (structuring
the sentences into paragraph) & semantics (meanings of words & phrases).
c. Strategic competency: The ability to overcome the difficulties arose when the
communication breakdown occurs. Primarily the flow of communication stops or
slows down due to presence of some or other barrier. How quick we identify,
recognize and remove the barrier is our strategic competency. For instance, we land
up up in a different country with unknown language, culture, people etc. We have
very limited capabilities there. So everything depends on our competency to
lightening response to the communication retardation. Some of my friends went to
US when there was IT boom initially. There they faced the problem of accent while
communicating to bosses, clients while taking the instructions / requirements from
them. Some of them joined a short term language course; few devoted time to self-
learning. A third category was also there who purchased a recording device to
record the entire conversation. Sometimes with permission sometimes without it.
They heard it a number of times to know the exact message. Learning short term
language course, self-learning or recording the conversation are their strategic
competencies.
d. Linguistic competency: The perfect language system for speakers to make and
comprehend an endless number of phrases in their native tongue while also being
able to tell grammatical sentences apart from non-grammatical ones is called
competence.
Apart from this we have sociocultural competence. The capacity to employ specialised
knowledge about a country, language, or other social group is referred to as
"sociocultural competence." It is etiquette expertise and communication technologies
to foster understanding between people of different cultural backgrounds.
Semiotics competency is the ability to use the signs and symbols, especially as they
provide both stated and unsaid information. Semiotics are prevalent in spoken and
written language, including intertextuality, puns, metaphors, and connections to shared
cultural experiences. The linguistic, visual, auditory, gestural, and spatial systems are
among the five semiotic systems. Today's texts use a variety of signs and symbols to
convey information, including words and letters, photos, videos, audio noises, music,
facial expressions, and spatial design.
Socio linguistic competency is the ability to use the language as per the society’s
prevalent norms, values, ethics, beliefs etc. The language used should be in accordance
to the prevailing situation. It can be said as the intersection of linguistic competency &
strategic competency.
6.0 Devices to gauge the rhetorical competence:

a. Alliteration: using same sound & / or letters.
i. Peter Piper picked a peck of pickled peppers.
ii. She sells seashells by the seashore.
iii. How much wood could a woodchuck chuck if a woodchuck could chuck
wood?
iv. “Five score years ago, a great American, in whose symbolic shadow we
stand today, signed the Emancipation Proclamation,” -- Martin Luther
King.
b. Assonance: using same vowels.
i. No pain, no gain
ii. Do good, have good.
iii. Clean sweep.
iv. Surf and turf.
c. Consonance: Repetition of sounds only.
i. Mike like his new bike.

ii. Toss the glass, boss.
iii. It will creep and beep while you sleep.
iv. He struck a streak of bad luck.
d. Cacophony: Use of harsh loud sounds; letters like / k/, /t/, /g/, /d/,/ p/, and /b/, and
the hissing sounds /tʃ/ , /ʃ/ , and / s/]
brillig , gimble , borogoves, grumbling, honking, screaming, crumpled.
e. Onomatopoeia: Word that actually looks like the sound it makes.
Splash, rumble, pound, roar, hiss, gargle, clap, zap, boom.
f. Anadiplosis / conduplicatio: Last word of a sentence / phrase becomes first word
of next sentence / clause / phrase.
i. “Our doubt is our passion, and our passion is our task”.
ii. "She opened a café, a café that ruined her financially."
iii. "While driving, whenever you see a big red hexagon, the big red
hexagon means you should stop the car."
g. Anaphora/ Epistrophe/ Symploce/ Epianalepsis: Here you talk of two extremes
in the consecutive lines / utterances with repetition of words / phrases.
i. For want of a nail the shoe was lost.
For want of a shoe the horse was lost.
For want of a horse the rider was lost.
For want of a rider the message was lost.
For want of a message the battle was lost.
For want of a battle the kingdom was lost.
And all for the want of a horseshoe nail.
ii. It was the best of times, it was the worst of times,
it was the age of wisdom, it was the age of foolishness,
it was the epoch of belief, it was the epoch of incredulity,
it was the season of Light, it was the season of Darkness,
it was the spring of hope, it was the winter of despair,
we had everything before us, we had nothing before us,
we were all going direct to Heaven, we were all going direct the other way.
h. Epizeuxis/ Antanaclasis: Repetition of words / phrases with or without

intervention of other words / phrases in between.
i. “Threaten me all you want, I won't do it. I won't! I won't! I won't!”
ii. May God bless you. May God keep you.
i. Hyperbole: Talking something impossible.
i. I'm so hungry, I could eat a horse.
ii. This is the best book ever written.
iii. Cry me a river.
iv. I've told you this 20,000 times.
v. I love you to the moon and back.
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Technical Communication Skills

a group of professionals conducts the employment interviews. On the panel, many

initial recruiting, they go through six months or a year of training. Large

interviewing process aids in preventing disagreements, disputes, and legal

obstacles, chances, benefits, and drawbacks of the shift. The objective of

refuses to accept responsibility. People who cause trouble should be segregated,

a. Election interview: The media conducts interviews with candidates from

be conducted over the phone, through webcam, or by internet chatting when

g. Phd interview: An applicant must deliver a presentation on his research plan

session. A telephone interview will often be quicker than a face-to-face interview

iii. You will be judged on attitude, work ethics, intelligence, and

Analytical Skills: The candidate's capacity to analyse and evaluate an issue,

Not paying attention: It alludes to a lack of attention brought on by subpar

Mock interview: An opportunity to get rid of interview nervousness is only one

The corporate website, annual report, CD-ROMs, brochures, columns/articles in

Recalling your resume: Imagine how embarrassing it would be if you stumbled

Punctuality: Your first opportunity to meet face-to-face with a potential

condition. Contact the administrator or secretary to confirm your attendance. To

2.6 Additional Tips:

 Knowledge Depth  Group behavior (esprit de corps)

The candidate's analytical and organisational skills, as well as

An individual’s communication abilities will be evaluated at a GD in

 Listening  Expression  The  Body

In a GD, listening is just as crucial as speaking. We might not be able to

The proper application of tone, voice, and articulation has a significant

Grammar mistakes should not be present in the language utilised. To

do not stop to correct yourself if you make an unintentional grammatical

Non-verbal communication abilities are just as important to a GD's

required to participate in a GD. The selecting committee takes notice of

Any team's performance is largely dependent on its leader. Without a

enthusiasm and group flexibility. Group adaptability refers to a person's

3.3 GD as a problem solving tool in an organization:

even while everyone in the group is physically present, as they would be at

v. Since the combined findings frequently inspire new solutions or

a. Consider the problem from several angles.

Table 1: Comparison & Contrast Way 1

Processor RAM Storage Price

Table 2 Comparison & Contrast Way 2

Table 3: Comparison & Contrast Some keywords

Figure 1 Concept of communicative competencies

a. Discourse competency: The discourse competency is defined as the ability to

Coherence means the meaningful form. Coherence is defined as the

6.0 Devices to gauge the rhetorical competence:

i. Mike like his new bike.

h. Epizeuxis/ Antanaclasis: Repetition of words / phrases with or without

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