Hi group,
I'm preparing for my campus interviews. Being an HR fresher i desperately looking for what kind of questons are likely to be asked to a candidate like me.
i.e, besides my course modules what else i should prepare upon.
i tried searching for the probable topics n areas but no good help on net . so any of you experts out there please tip me on where should i look for them.
Expecting an early reply .
cheers Pallavi :)
From India, Calcutta
I'm preparing for my campus interviews. Being an HR fresher i desperately looking for what kind of questons are likely to be asked to a candidate like me.
i.e, besides my course modules what else i should prepare upon.
i tried searching for the probable topics n areas but no good help on net . so any of you experts out there please tip me on where should i look for them.
Expecting an early reply .
cheers Pallavi :)
From India, Calcutta
Hi
Apart from ur course module u can prepare on topics like whats happening currently in the field of HR (HR scorecard, strategic HR,etc.), what area in HR interests u the most, where do u see urself 2/5 yrs down the line. u can also be asked questions on ur extra curricular activities and they may ask u how have these activities helped u. some other questions could also be on checking certain competencies like ur achievement orientation (what process u follow to accomplish ur task) , ability and willingness to learn, initiative etc.
Hope these questions will help u prepare better. All the best.
Apart from ur course module u can prepare on topics like whats happening currently in the field of HR (HR scorecard, strategic HR,etc.), what area in HR interests u the most, where do u see urself 2/5 yrs down the line. u can also be asked questions on ur extra curricular activities and they may ask u how have these activities helped u. some other questions could also be on checking certain competencies like ur achievement orientation (what process u follow to accomplish ur task) , ability and willingness to learn, initiative etc.
Hope these questions will help u prepare better. All the best.
Pallavi:
Let me make what some may consider to be radical suggestions. After doing this as long as I have, to me--they are just common sense; possibly they will be helpful to you.
Go into any Interview calm and collected. Fear should never be an option you allow yourself. Take long, cleansing breaths prior to entering any environment and facing any interviewer. Feel your abilities begin to flow through your body.
When you get to be my age, and have been around as long as I have, you will realize the interviewer could actually be as nervous as you think you are. If they are sincere about assessing your level of competency, they will appreciate honesty and forthrightness. If they aren't sincere, they shouldn't be where they are, doing what they are doing.
Practice active listening. Be sure to answer the question asked of you. Don't think that the more you say, the better you'll do. Answer the question; if additional information is required, furnish it. If follow up questions seem probing, determine what the interviewer is seeking to learn.
Be proactive in your answers. One of my mentors--years ago--taught me a valuable lesson; find positives in everything. Be positive in your approach, your answers, your positions. Being proactive, by the way, doesn't mean talking all the time. Let the interviewer draw out answers through intelligently positioned and structured questions. If you're being proactive, you'll understand where to go with your answers.
When answering questions, don't be afraid to simply say to the interviewer you don't know an answer, if you don't. Nobody knows everything. At least I haven't met them yet, personally, if they do.
Carolyn Thompson, in her book Interviewing Techniques for Managers McGraw Hill, 2002, highlights what the Interviewer should do. Learn from these ideas expressed to those on the other side of the desk:
Distinguish fact from fiction.
Verify the accuracy of the information you use.
Retain the sources of your information.
Another technique I have seen used successfully in the past is to visualize yourself in the position of interviewer. This has been immensely successful in positions that require what we would call "soft skills."
Hope these ideas are helpful. Let me know if I can assist further.
Alan Guinn, Managing Director
The Guinn Consultancy Group, Inc.
From United States, Bluff City
5Let me make what some may consider to be radical suggestions. After doing this as long as I have, to me--they are just common sense; possibly they will be helpful to you.
Go into any Interview calm and collected. Fear should never be an option you allow yourself. Take long, cleansing breaths prior to entering any environment and facing any interviewer. Feel your abilities begin to flow through your body.
When you get to be my age, and have been around as long as I have, you will realize the interviewer could actually be as nervous as you think you are. If they are sincere about assessing your level of competency, they will appreciate honesty and forthrightness. If they aren't sincere, they shouldn't be where they are, doing what they are doing.
Practice active listening. Be sure to answer the question asked of you. Don't think that the more you say, the better you'll do. Answer the question; if additional information is required, furnish it. If follow up questions seem probing, determine what the interviewer is seeking to learn.
Be proactive in your answers. One of my mentors--years ago--taught me a valuable lesson; find positives in everything. Be positive in your approach, your answers, your positions. Being proactive, by the way, doesn't mean talking all the time. Let the interviewer draw out answers through intelligently positioned and structured questions. If you're being proactive, you'll understand where to go with your answers.
When answering questions, don't be afraid to simply say to the interviewer you don't know an answer, if you don't. Nobody knows everything. At least I haven't met them yet, personally, if they do.
Carolyn Thompson, in her book Interviewing Techniques for Managers McGraw Hill, 2002, highlights what the Interviewer should do. Learn from these ideas expressed to those on the other side of the desk:
Distinguish fact from fiction.
Verify the accuracy of the information you use.
Retain the sources of your information.
Another technique I have seen used successfully in the past is to visualize yourself in the position of interviewer. This has been immensely successful in positions that require what we would call "soft skills."
Hope these ideas are helpful. Let me know if I can assist further.
Alan Guinn, Managing Director
The Guinn Consultancy Group, Inc.
From United States, Bluff City
Hi Group,
for campus interview, as they are the freshers, we can put some basic questions to them like - to know about the candidate in detail, family background, subject interest, his/her goal to acheive, checking his attitude, to know whether how he/ she suit to work with the team, etc.
thanks & regards,
D.Pichumani.
for campus interview, as they are the freshers, we can put some basic questions to them like - to know about the candidate in detail, family background, subject interest, his/her goal to acheive, checking his attitude, to know whether how he/ she suit to work with the team, etc.
thanks & regards,
D.Pichumani.
:lol: :lol: hi this is Abinash
look i have something to say the generally asked question is why training?
Training is Key as Worker Shortage Looms on Horizon.
An increased shortage of skilled workers will challenge most organizations in the near future. Many companies will experience a glaring gap between existing skills and those available to fill open positions. Although there is a excess of good, skilled people looking for jobs today, this supply will not last. As the economy improves, companies will again grab for the best employees making a shortage inevitable. What do employers do to zap the gap?
To keep and attract skilled people, successful companies provide ongoing learning opportunities to ensure that employees have the knowledge and skills they need to be effective, productive and interactive on the job. The need for education doesn't stop at high school or college. It is essential
throughout the course of one's career. Everyone at every level of the organization needs ongoing learning.
Training programs provide a wide array of skill-building opportunities that show employees how to perform specific tasks, as well as how to interact with each other in the workplace. Training must combine the technical, social, and leadership skills that develop both work-smart employees and work-smart organizational teams.
The ASTD (American Society for Training and Development) Benchmarking Services has demonstrated a link between training and an organization's bottom line. Data for 1996 and 1997 reveal that organizations using innovative training practices reported better performance than their competitors.
In one example, research showed that manufacturing firms that implemented training programs had an increase in productivity by an average of 17 percent.
An investment in training in 1996 was strongly linked to companies' reported financial performance based on profitability, quality of products and services, customer and employee satisfaction, and the ability to retain employees. ASTD has additionally found a link between company expenditures on training and net sales, gross profits, and market value.
Here are some more benefits. Training:
• develops skills that meet job and industry requirements
• improves quality and productivity
• encourages collaboration and team learning
• boosts morale
• keeps employees informed about new technologies and company policies
• raises standards for service delivery
• secures greater customer satisfaction
• ensures employee satisfaction - reduces turnover
Training initiatives are moving companies to add staff to their training departments as well as use external training resources to support the organization's goals. Training and educational opportunities also exist outside of companies through associations, colleges and workshop providers. Mixing internal training programs with programs offered by outside resources helps companies keep employees on the cutting edge of their professions.
If you want employees to produce effective outcomes, deliver great customer service, and infuse their energy into your company, you need to show them how. You need to look at what you want your company to achieve, and develop the training programs to get you there.
Then assess each employee's skill base and what she needs to learn to be successful in her job. Develop an educational plan that follows the employee's career path in your organization, and keep her on track for her present responsibilities as well as prepare her for future promotions.
Companies that want to compete effectively will have a workforce of highly skilled and multi-smart workers. Employees will be on top of cutting edge information and new innovations, know how to interrelate with coworkers, and be skilled to do a variety of jobs. These companies will succeed because they will have invested in training and educating their employees.
look i have something to say the generally asked question is why training?
Training is Key as Worker Shortage Looms on Horizon.
An increased shortage of skilled workers will challenge most organizations in the near future. Many companies will experience a glaring gap between existing skills and those available to fill open positions. Although there is a excess of good, skilled people looking for jobs today, this supply will not last. As the economy improves, companies will again grab for the best employees making a shortage inevitable. What do employers do to zap the gap?
To keep and attract skilled people, successful companies provide ongoing learning opportunities to ensure that employees have the knowledge and skills they need to be effective, productive and interactive on the job. The need for education doesn't stop at high school or college. It is essential
throughout the course of one's career. Everyone at every level of the organization needs ongoing learning.
Training programs provide a wide array of skill-building opportunities that show employees how to perform specific tasks, as well as how to interact with each other in the workplace. Training must combine the technical, social, and leadership skills that develop both work-smart employees and work-smart organizational teams.
The ASTD (American Society for Training and Development) Benchmarking Services has demonstrated a link between training and an organization's bottom line. Data for 1996 and 1997 reveal that organizations using innovative training practices reported better performance than their competitors.
In one example, research showed that manufacturing firms that implemented training programs had an increase in productivity by an average of 17 percent.
An investment in training in 1996 was strongly linked to companies' reported financial performance based on profitability, quality of products and services, customer and employee satisfaction, and the ability to retain employees. ASTD has additionally found a link between company expenditures on training and net sales, gross profits, and market value.
Here are some more benefits. Training:
• develops skills that meet job and industry requirements
• improves quality and productivity
• encourages collaboration and team learning
• boosts morale
• keeps employees informed about new technologies and company policies
• raises standards for service delivery
• secures greater customer satisfaction
• ensures employee satisfaction - reduces turnover
Training initiatives are moving companies to add staff to their training departments as well as use external training resources to support the organization's goals. Training and educational opportunities also exist outside of companies through associations, colleges and workshop providers. Mixing internal training programs with programs offered by outside resources helps companies keep employees on the cutting edge of their professions.
If you want employees to produce effective outcomes, deliver great customer service, and infuse their energy into your company, you need to show them how. You need to look at what you want your company to achieve, and develop the training programs to get you there.
Then assess each employee's skill base and what she needs to learn to be successful in her job. Develop an educational plan that follows the employee's career path in your organization, and keep her on track for her present responsibilities as well as prepare her for future promotions.
Companies that want to compete effectively will have a workforce of highly skilled and multi-smart workers. Employees will be on top of cutting edge information and new innovations, know how to interrelate with coworkers, and be skilled to do a variety of jobs. These companies will succeed because they will have invested in training and educating their employees.
Hi,
Kindly give the answer for the following question
Waiting for your reply
Regards
Santa
CASE STUDY-1
STUCK AT THE BOTTOM?
Sudhakar has been en employee at Consumer Electronics (C.E.) for thee years. He has worked in the ware house since his first day with C.E. and has seen most of his co-workers get promoted to sales and beyond. Consumer Electronics has a promotion from within policy. All of the current sales staff started working in the ware house. Before they moved into sales, though, most of them took courses at a local community college in Sales and Marketing, and some even took courses in electronics repair and maintenance. The company does not formally require such courses of its sales people and does not reimburse them for their tuition costs.
Sudhakar does not think he needs these courses. He has tinkered with electronic devices since he was in school, so he is sure the electronics courses would be a waste of time. Further more, he worked in sales at a furniture retailer for a year and half before he got this job and was the top seller during his last quarter there. He feels he is qualified for a sales job right now.
When he was given the opportunity to worked on the loading dock, Sudhakar turned down because it was still a ware house job. He also applied for hire – level jobs in the company but never got them. He had hoped to be a sales manager by now, but here he is, still in the ware house. Now he finds it hard to care much about his job or the organization, and he keeps wondering if he will be fired.
Questions
1. What do you think Consumer Electronics should do about Sudhakar’s career aspirations?
2. If you were Sudhakar’s supervisor, what would you say to him and what would you do?
3. If you were a consultant to Consumer Electronics, what advice would you give top management about the company’s lack of a formal development programme for employees?
CASE STUDY-2
A TIGHT LABOUR MARKET FOR CLEANERS
while most of the publicity about tight labour markets usually revolves around systems engineers, web site designers, and chemical engineers, some of the tightest market are often found in some surprising places. For example, if you were to ask Jennifer Carter, the head of her family’s six-store chain of dry-cleaning stores, what the main problem was in running their firm, the answer would be quick and short : hiring good people. The typical dry-cleaning store is heavily dependent on hiring good managers, cleaner-spotters, and pressers. Employees generally have no more than a high school education (many have less) and the market is very competitive. Over a typical weekend, literally dozens of wants ads for cleaner-spotters or pressers can be found in area newspapers. These people are generally paid about $8 an hour, and they change jobs frequently.
Why so much difficulty finding good help? The work is hot and uncomfortable; the hours are often long; the pay is often the same or less than the typical applicant could earn working in an air conditioned environment, and the fringe benefits are usually non existent, unless you count getting your clothes for free.
Complicating the problem is the fact that Jennifer and other cleaners are usually faced with the continuing task of recruiting and hiring qualified workers out of a pool of individuals that are almost nomadic in propensity to move around. The turn over in her stores and the stores of many of their competitors is often 400% per year. The problem, Jennifer says, is maddening: “On the one hand, the quality of our service depends on the skills of the cleaner-spotters, pressers, and counter staff. People come to us for our ability to return their clothes to them spotless and crisply pressed. On the other hand, profit margins are thin and we have got to keep our stores running, so I am happy just to be able to round up enough live applicants to be able to keep my stores fully manned.”
Questions
1. (a) Suggest ways in which Jennifer should increase the number of suitable jobs applicants so that her company need no longer hire just about anyone who walks in.
(b) Formulate a complete advertisement which Jennifer can publish in the local papers for suitable personnel.
(c) Recommend any other recruiting strategies you consider useful.
2. What practical suggestions could you make that might help reduce turn over and make the stores an attractive place in which to work, there by reducing recruiting problems?
Thanks & Regards,
Santa
From India, Hyderabad
Kindly give the answer for the following question
Waiting for your reply
Regards
Santa
CASE STUDY-1
STUCK AT THE BOTTOM?
Sudhakar has been en employee at Consumer Electronics (C.E.) for thee years. He has worked in the ware house since his first day with C.E. and has seen most of his co-workers get promoted to sales and beyond. Consumer Electronics has a promotion from within policy. All of the current sales staff started working in the ware house. Before they moved into sales, though, most of them took courses at a local community college in Sales and Marketing, and some even took courses in electronics repair and maintenance. The company does not formally require such courses of its sales people and does not reimburse them for their tuition costs.
Sudhakar does not think he needs these courses. He has tinkered with electronic devices since he was in school, so he is sure the electronics courses would be a waste of time. Further more, he worked in sales at a furniture retailer for a year and half before he got this job and was the top seller during his last quarter there. He feels he is qualified for a sales job right now.
When he was given the opportunity to worked on the loading dock, Sudhakar turned down because it was still a ware house job. He also applied for hire – level jobs in the company but never got them. He had hoped to be a sales manager by now, but here he is, still in the ware house. Now he finds it hard to care much about his job or the organization, and he keeps wondering if he will be fired.
Questions
1. What do you think Consumer Electronics should do about Sudhakar’s career aspirations?
2. If you were Sudhakar’s supervisor, what would you say to him and what would you do?
3. If you were a consultant to Consumer Electronics, what advice would you give top management about the company’s lack of a formal development programme for employees?
CASE STUDY-2
A TIGHT LABOUR MARKET FOR CLEANERS
while most of the publicity about tight labour markets usually revolves around systems engineers, web site designers, and chemical engineers, some of the tightest market are often found in some surprising places. For example, if you were to ask Jennifer Carter, the head of her family’s six-store chain of dry-cleaning stores, what the main problem was in running their firm, the answer would be quick and short : hiring good people. The typical dry-cleaning store is heavily dependent on hiring good managers, cleaner-spotters, and pressers. Employees generally have no more than a high school education (many have less) and the market is very competitive. Over a typical weekend, literally dozens of wants ads for cleaner-spotters or pressers can be found in area newspapers. These people are generally paid about $8 an hour, and they change jobs frequently.
Why so much difficulty finding good help? The work is hot and uncomfortable; the hours are often long; the pay is often the same or less than the typical applicant could earn working in an air conditioned environment, and the fringe benefits are usually non existent, unless you count getting your clothes for free.
Complicating the problem is the fact that Jennifer and other cleaners are usually faced with the continuing task of recruiting and hiring qualified workers out of a pool of individuals that are almost nomadic in propensity to move around. The turn over in her stores and the stores of many of their competitors is often 400% per year. The problem, Jennifer says, is maddening: “On the one hand, the quality of our service depends on the skills of the cleaner-spotters, pressers, and counter staff. People come to us for our ability to return their clothes to them spotless and crisply pressed. On the other hand, profit margins are thin and we have got to keep our stores running, so I am happy just to be able to round up enough live applicants to be able to keep my stores fully manned.”
Questions
1. (a) Suggest ways in which Jennifer should increase the number of suitable jobs applicants so that her company need no longer hire just about anyone who walks in.
(b) Formulate a complete advertisement which Jennifer can publish in the local papers for suitable personnel.
(c) Recommend any other recruiting strategies you consider useful.
2. What practical suggestions could you make that might help reduce turn over and make the stores an attractive place in which to work, there by reducing recruiting problems?
Thanks & Regards,
Santa
From India, Hyderabad
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