Sakshi Education
An examination of these questions will greatly increase the confidence and capabilities of the candidates.
Detection Of The Self,
Likes & Dislikes
i) What is your nature? Are you an optimist, a pessimist, an agnostic, a prag- matist, a realist, a humanist, a God-fearing man, a work-cultured man, a sensitive, a sociable man, an honest man, an extrovert, an introvert? Examine yourself objectively and know yourself.
ii) What are your hobbies, your personal likes and dislikes? Do you like loneliness? Do you love to mingle with friends and stand faithful to them?
iii) Are you consistent in your words or stand? Do you change sides? Do you have a strong mind to take firm decisions and stick to them at any cost?
iv) Can you withstand physical and mental stress? Can you work for long hours at your personal inconvenience if necessity arises? Do you buckle under pressure? Do you have an equable temper? Do you cheerfully welcome any amount of responsible work? Do you accept without pressure onerous tasks to perform?
v) Do you have the tact and flexibility to interact with all levels of your staff? Do you have reservations? Can you politely request or instruct your staff to perform a few duties? Can you get on with problem staff? Can you be gentle to them and gradually win them over to your side? Do you have confidence in your tact and approach? Can you treat your women staff with courtesy and help them in their tasks?
vi) Can you transact any major business of the organization independently? Can you take initiative at times and accomplish a job work or a programme or project successfully within the framework of the philosophy of the organization? Do you have this drive?
vii) Do you have the ability to adjust with staff of different mentalities, attitudes and ambitions in your organization? Can you tolerate different, sometimes negative ideologies? Can you efficiently manage men and matters? Do you have that adaptability? Do you know that if the different staff function at cross purposes the organization's reputation and even existence will be jeopardized? Can you allow certain concessions and make certain sacrifices for the overall good of the organization?
viii) Have you gone through the aims, objectives and ideals of this organization? Have you consulted any of the staff for a briefing, a printed profile or pamphlet of the organization? Do you know the important names of the management and their functions? Do you know the working pattern of the organization?
xi) Have you tried to know how a similar organization is function- ing elsewhere? How do you compare both of them? What is the relevance of this type of organization for the industrial development of the state and the country? Do the services rendered by this type of organization have any viable marketability? How do you plan to play a role in the services of this type of organization?
Practising
Familiarity with the self
As the interview time is fast approaching, the candidates are in the grip of tension, and it may so happen that they forget the information they have so assiduously gathered. Therefore, they must prepare a checklist of the following for ready reference:
i) Achievements: Scholastic, academic and extra-curricular.
ii) Skills: Computer skills, soft skills, skills relating to fine arts, and so on.
iii) Strengths: Physical stamina, leadership qualities, team spirit, ability to work for long hours, and so on.
iv) Weaknesses: Punctuality and staying overtime in the seat until the day's work is over. Even the weaknesses can seem to be virtues.
During the Interview
Likes & Dislikes
i) What is your nature? Are you an optimist, a pessimist, an agnostic, a prag- matist, a realist, a humanist, a God-fearing man, a work-cultured man, a sensitive, a sociable man, an honest man, an extrovert, an introvert? Examine yourself objectively and know yourself.
ii) What are your hobbies, your personal likes and dislikes? Do you like loneliness? Do you love to mingle with friends and stand faithful to them?
iii) Are you consistent in your words or stand? Do you change sides? Do you have a strong mind to take firm decisions and stick to them at any cost?
iv) Can you withstand physical and mental stress? Can you work for long hours at your personal inconvenience if necessity arises? Do you buckle under pressure? Do you have an equable temper? Do you cheerfully welcome any amount of responsible work? Do you accept without pressure onerous tasks to perform?
v) Do you have the tact and flexibility to interact with all levels of your staff? Do you have reservations? Can you politely request or instruct your staff to perform a few duties? Can you get on with problem staff? Can you be gentle to them and gradually win them over to your side? Do you have confidence in your tact and approach? Can you treat your women staff with courtesy and help them in their tasks?
vi) Can you transact any major business of the organization independently? Can you take initiative at times and accomplish a job work or a programme or project successfully within the framework of the philosophy of the organization? Do you have this drive?
vii) Do you have the ability to adjust with staff of different mentalities, attitudes and ambitions in your organization? Can you tolerate different, sometimes negative ideologies? Can you efficiently manage men and matters? Do you have that adaptability? Do you know that if the different staff function at cross purposes the organization's reputation and even existence will be jeopardized? Can you allow certain concessions and make certain sacrifices for the overall good of the organization?
viii) Have you gone through the aims, objectives and ideals of this organization? Have you consulted any of the staff for a briefing, a printed profile or pamphlet of the organization? Do you know the important names of the management and their functions? Do you know the working pattern of the organization?
xi) Have you tried to know how a similar organization is function- ing elsewhere? How do you compare both of them? What is the relevance of this type of organization for the industrial development of the state and the country? Do the services rendered by this type of organization have any viable marketability? How do you plan to play a role in the services of this type of organization?
Practising
Familiarity with the self
As the interview time is fast approaching, the candidates are in the grip of tension, and it may so happen that they forget the information they have so assiduously gathered. Therefore, they must prepare a checklist of the following for ready reference:
i) Achievements: Scholastic, academic and extra-curricular.
ii) Skills: Computer skills, soft skills, skills relating to fine arts, and so on.
iii) Strengths: Physical stamina, leadership qualities, team spirit, ability to work for long hours, and so on.
iv) Weaknesses: Punctuality and staying overtime in the seat until the day's work is over. Even the weaknesses can seem to be virtues.
During the Interview
- As enter the committee room, the candidate must greet the inter- viewers pleasantly with a smile and introduce himself.
- The candidates must take their seat when offered, without dragging the chair clumsily thereby producing a screeching sound.
- They must talk clearly and loudly, but not shout and sound rude.
- They must be precise and brief in their answers.
- They must mind their manners. They should not thump on the table, throw a paper at a member, laugh loudly, argue disres- pectfully, or play with the paper weight, the clip of the pen or a shirt button or look around at calendars.
- They should not get fidgety, bite nails of look at the watch.
- They must listen to the question carefully and properly and avoid asking for repetition.
- They should answer to the point and not dwell on time-consuming details.
- They must give honest replies.
- They must look at each member while speaking.
- They must exhibit logical thinking.
- They should be patient and not buckle under pressure. This is a plus point.
- They must present their documents only when asked.
- They must sit with their right foot a little forward. The left foot and the left hand should not be projected.
- They should not demand a particular amount of salary or enquire how much the organization would pay them when asked to mention the salary expected. The best answer is, 'at least not less than what the post normally carries'.
Published date : 07 Apr 2014 11:52AM
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