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ComprehensionComprehension Interpreting, translating from one medium to another, describing in one's own words, organization, and selection of facts and ideas
ApplicationApplication Problem solving, applying information to produce some result, use of facts, rules and principles: how is ... an example of ...? how is ... related to ...? why is ... significant?
AnalysesAnalyses Finding the underlying structure of a communication, identifying motives, separation of a whole into component parts: what are the features of ...? how does ... compare with ...? what evidence can you list for ...?
SynthesisSynthesis Creating a unique, original product that may be in verbal form, combination of ideas to form a new whole: what would you predict from ...? what ideas can you add to ...? what solutions would you suggest for ...?
EvaluationEvaluation Making value decisions about issues, resolving controversies or differences of opinion, development of opinions, judgments or decisions: do you agree that ...? what do you think about ...? what is the most important ...? place the following in order of priority ... how would you decide about ...? what criteria would you use to assess ...?
Six CategoriesSix Categories** of Questions of Questions
Scenario and behavioral questionsScenario and behavioral questions::
Used to evaluate how candidate
handle’s situations
Determines actions s/he has
taken -- or would
Evaluating personality, not just
work experience
Weighing individual’s “fit” with the
company culture
1.1. How do you handle How do you handle conflict?conflict?
2.2. How did you How did you convince team convince team members to members to perform a job that perform a job that was not to your was not to your liking?liking?
3.3. How do you handle How do you handle changes in changes in deadlines or deadlines or delays for an delays for an important project?important project?
Sample Training Materials: Interviewing TipsSample Training Materials: Interviewing Tips
• Appropriate questions to the topicAppropriate questions to the topic
• Active listening, encouraging interjectionsActive listening, encouraging interjections
• No interruptions, noise, distractionsNo interruptions, noise, distractions
Negative SignalsNegative Signals
• Crossed arms = defensive; fidgeting hands or Crossed arms = defensive; fidgeting hands or tapping feet: nervous or bored; lack of eye contact = tapping feet: nervous or bored; lack of eye contact = untrustworthy, unfocused; leaning back - untrustworthy, unfocused; leaning back - discomfortdiscomfort
• Disorderly, noisy, distractions, closed questions, Disorderly, noisy, distractions, closed questions, eyes on paper or computer forms, interruptions.eyes on paper or computer forms, interruptions.
The Elements of Interview StyleThe Elements of Interview Style
Sample Training Materials: Interviewing TipsSample Training Materials: Interviewing Tips
All the signals given by a person either by voluntary or involuntary body movement. It includes all gestures, postures and expressions through which an individual displays his physical and mental state in order to communicate non verbally with others.
• Open palms reflect sincerity.• Biting nails reflects nervousness.• Rubbing of hands reflects anticipation.• Walking to and fro reflects urgency or impatience.• Keeping your hands and legs folded reflects
disagreement or lack of attention.
Posture -- Posture -- Shrugged shoulders and slouching indicates fear or boredom, whereas broad shoulders and upright position indicates confidence. Hands on hips reflect authoritarian stance, while hands behind the head gives a hint of relaxation. Leaning forward when you are taking to someone in person stresses your interest towards the person (or what the person is talking about).
Sample Training Materials: Interviewing TipsSample Training Materials: Interviewing Tips
Stop talking! Do not interrupt!Stop talking! Do not interrupt! Acknowledge the speakerAcknowledge the speaker Make regular eye contactMake regular eye contact Relaxed attentionRelaxed attention Be, and look interestedBe, and look interested Take notes Take notes Keep an open mindKeep an open mind Look for body languageLook for body language Eliminate distractions, no interruptionsEliminate distractions, no interruptions Schedule time and set environment for Schedule time and set environment for
listeninglistening Do not get lost in own thoughtsDo not get lost in own thoughts Don’t jump to conclusions or solutionsDon’t jump to conclusions or solutions
Do not judge while listening; silence Do not judge while listening; silence personal views and beliefspersonal views and beliefs
Be mindful or age, race and gender Be mindful or age, race and gender biasbias
Build trustBuild trust Wait for pauses to ask questionsWait for pauses to ask questions Ask relevant questions onlyAsk relevant questions only Feel the speakers feelings, show Feel the speakers feelings, show
empathyempathy Give feedbackGive feedback Repeat what has been said, make Repeat what has been said, make
sure you have understoodsure you have understood Think about what is not saidThink about what is not said
Sample Training Materials: Interviewing TipsSample Training Materials: Interviewing Tips
Sample Training Materials: Interviewing TipsSample Training Materials: Interviewing Tips
According to employers, one of the common interview “failures” comes at the end, when the employer asks: “Do you have any questions for me?” Far too many candidates say “no.” This is a missed opportunity to show thoughtfulness, impress with research-based questions, and get more information about the company and job.
The Forgetting CurveThe Forgetting CurveIncrease your recall, Increase your recall, and look “prepared” and look “prepared” and “interested” with and “interested” with note-taking.note-taking.
Source: Hermann Ebbinghaus
Sample Training Materials: Interviewing TipsSample Training Materials: Interviewing Tips