Tips for the Interviewee

*The candidate must be formally dressed and not wear casual clothes. He must also have a pleasant disposition as his personality is important for communication.

*Interviewee must ensure to carry an extra CV or a notepad for writing and also a pen as all these are essential for an interview.

*Interviewee must practice adequately beforehand and make preparations and practice for any unforeseen events.

*Interviewee must also research and collect information about the organization in which he is applying.

*Once the interview is over, he must note down the interviewer’s name, his strong points and flaws and all the answers to the candidate’s questions and also the feedback given by the interviewer.

*Interviewee must be very punctual and ensure to reach the venue of the interview before time.

*Interviewee must not pick up an argument with the interviewer.

*Interviewee must give specific answers to all the questions clearly and indisputably.

*Interviewee must also be very polite and sophisticated in the interview.

*Interviewee must try to show his true picture and not brag about himself as the interviewer can easily find out the aptness and intelligence of the candidate.

*Interviewee must not speak negatively or make some remarks during the interview session, i.e., he must be well-balanced and maintain eye contact with the interviewer and sit in a comfortable posture. He must never lean heavily on the table or try to yawn and pleasantly smile only if it is fitting, etc.

Read the text №2: Tips to write a Good Resume

A resume is generally called as curriculum vitae or CV. It is regarded as an important and credible review of a person’s educational qualifications for seeking employment. No standard plan or format is needed for a resume. It provides an insight to the reader about a person’s asset in an organization. Hence, a resume needs to be:

*Tidy

*Have real and appropriate information

*Self description

*Clearly mention your capability for the job

*Latest and up-to-date details

Resumes must be drafted keeping the reader in mind and therefore, it needs to be planned well, drafted properly and then later revised before you submit it. You should consider your resume as a progressive work which needs to be revised and improved time and again. You may be asked to submit your resume at any point of time and so it’s best to polish it and mention your best abilities and skills in it.

Types of Resumes

Chronological Resume: These resumes provide a brief summary of the candidate’s timeline. It begins with description of the recent events and then describing them in reverse chronicle. It lays importance on the job headings, dates and the degrees of the candidate. This kind of a resume shows a stable growth up to the present time.

Skills Resume: These kinds of resume pays importance to the skills and the competencies that the candidate holds and used instead of the job details and the dates of using those skills. This resume is usually made when the candidate changes his job quite often or when his educational qualifications and experience do not match the post for which he is presently applied for.

Do’s and Dont’s in your Resume

*It must not lengthy and must not be more than two pages usually.

*CV must be factual and accurate.

*The first page must hold sufficient personal information for a recruitment consultant or a prospective employer to easily communicate with you.

*Select a plan which pays importance to key skills, competencies and achievements or qualities.

*Description of your employment starting with your present job and then in reverse order.

*Mention all the important qualifications.

*Negative and unimportant information must not be mentioned.

*Any training or development skills and its relevant details must be included.

*Personal details must be included.

*Good quality paper must be used for the resume.

*Use always a type size which is more than 11pt.

*Times New Roman or Arial typefaces must be used.

*The CV must be cautiously typed without any spelling errors.

*Bulleted paragraphs must be used as it saves space and makes the CV valuable.

*Recent achievements must be highlighted including the relevant post the candidate is presently seeking.

*Items must be concisely and parallel mentioned.

*A cover letter must be together submitted with the resume in order to give a clear picture and benefit the readers.

*Any references must be mentioned in the resume, preferably three to five will do. One lecturer and one employer must be mentioned at least.

*The key points of a resume must be listed under proper headings and they can be listed vertically with accurate details.

Read the text №3: Staffing and Human Resource Management

A synergistic relationship exists between individuals and their employing organizations. But students have strong concerns about their future organizational life, especially about the quality of supervision they will experience. Apart from the formal employment contract, an informal and often unspoken psychological contract exists between employee and employer. Serious dissatisfaction can set in when the terms of an individual's psycho logical contract are not met. According to Argyris's incongruency thesis, the principles of formal organization tend to encourage psychological immaturity in the average employee. He believes that the demands of the typical organization are incongruent with the psychological needs of the individual, and individuals naturally strive to be mature but the organizations that employ them often encourage immature behavior.

Within the context of strategic human resource management, staffing encompasses human resource planning, acquisition, and development aimed at providing the talent necessary for organizational success. Four key staffing activities necessarily linked to organizational strategy and structure are: (1) human resource planning, (2) selection, (3) performance appraisal, and (4) training. A systems approach to human resource planning will help management devise staffing strategies for future human resource needs. As the organization's gatekeeper for vital human resources, employee selection should be more than a haphazard process of looking around for people to fill vacancies. There are relative advantages to promoting an insider as opposed to transferring in or hiring an outsider. Federal Equal Employment Opportunity laws require managers to make hiring and other personnel decisions on the basis of ability to perform rather than personal prejudice. Because interviews are the most popular employee screening device, experts recommend structured rather than traditional, informal interviews. A structured interview may be defined as a series of job-related questions with predetermined answers that are constantly applied across all interviews for a particular job.

Legally defensible performance appraisals (the process of evaluating individual job performance) enable managers to make objective personnel decisions. Of the three general approaches to performance appraisal – trait, behavior, and outcome – the behavior-oriented approach is the most strongly recommended. The rationale is that behavior, not personal traits or abilities, is ultimately responsible for job success or failure. Listed in declining order of popularity, six common performance appraisal techniques are goal setting, written essays, critical incidents (specific instances of inferior and superior performance are documented by the supervisor when they occur), graphic rating scales, weighted checklists (evaluators check appropriate adjectives or behavioral descriptions that have predetermined weight), and ranking/comparisons. Managers are challenged both to evaluate performance and to develop human potential during the performance appraisal process. This dilemma can be partially resolved by encouraging subordinates to engage in self-evaluation before offering constructive feedback on performance.

I. Reading Exercises:

Exercise 1. Read and memorize using a dictionary:

Exercise 2. Answer the questions:

1) Why do student have strong concerns about their future organ izational life?

2) What does staffing encompass?

3) What are key staffing activities?

4) What is the most popular employee screening device?

Exercise 3. Match the left part with the right:

Exercise 4. Open brackets choosing the right words:

Federal Equal Employment Opportunity laws (require/offer) managers to make hiring and other personnel decisions on the basis of ability to (transform/perform) rather than personal prejudice.

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