A few secrets of effective communication
How often do we come across a situation where we need to look confident and convincing? Almost every day: business negotiations, public speaking, presentations of a product or service, interviews with an employer... Regardless of whether we work with a client one-on-one or with a group of people, it is very important for us to achieve our goal: so that the result of the negotiations is conclusion of a contract for a large sum, speaking in front of the public is a success, not a failure, so that you convince the client to buy your product or service, so that you are the only one of all applicants! - hired.
What determines your personal success during an interview? From a lot. From the choice of clothes, punctuality, from the resume compiled in advance, BUT! First of all, from communication skills, which can often tell a potential employer a lot, because he will not only listen to you carefully, but also observe your behavior.
Therefore, it is useful to know a few secrets of effective self-presentation, which will be discussed below.
Unfortunately, we often neglect preliminary preparation to the interview, believing that everything is already clear to us: he came, spoke in a confident tone, answered questions...
And only when faced with failure and refusal do we begin to analyze our behavior. If we ever start.
Let's do the work together BEFORE the fate-designated day X, when you enter the employer's office and...
Step #1: First Look.
Eye contact is one of the parameters on which the impression made depends. Walked in and stared at the floor? Do your eyes dart left and right? When answering important issues looking for a thought on the wall or floor? Instead, it is useful to look at him when entering the office, greeting a potential boss. You can look around the office, thereby showing that you are not afraid to make the new space your own and feel comfortable in it. When answering the most important questions about work experience, previous recommendations, desired salary level, etc. - look into the eyes.
For the two-meter-tall uncle, who, when answering the question: “How much do your services cost?” - He shyly and smilingly lowers his eyes to the floor and, lowering his voice, answers: “N thousand,” - he doesn’t make an impression on me. There is doubt either about the quality of the services provided or whether the level of the amount requested is adequate.
So, let's maintain eye contact! When we lose a thought, we remember that it is useful to look for it in the eyes of the interlocutor, and not on the floor! But let’s not forget that deliberately prolonged contact is perceived in our culture as hidden aggression. Don't overdo it. After all, as the great Shakespeare said: “One glance can kill love, but one glance can resurrect it.”
Step No. 2: Gestures and movements around the office.
In trainings to hone communication skills, as a trainer, I always develop the idea that the breadth of gestures and movements indicates a person’s confidence. How often do we trot into the office, sit sideways on the edge of the chair and are afraid to move. Or, out of excitement, we swagger into the office, behaving “like a boss” - which also will not be perceived adequately.
Mastering a new space is the key to confidence in movements and gestures. Entering the office, you can examine the maps on the wall, look at the landscape outside the window and only then sit on a chair - it is better if it is located on the side of the interlocutor, which will reduce the distance between you. And not to the edge, but so that you feel comfortable and comfortable.
To prevent your voice from trembling or breaking, it is useful to do several exercises before the interview: even an ordinary deep breath in and out will help restore breathing, which, as a rule, becomes intermittent and rapid in an anxious person; It is useful to hum several vowels (A-E-I-O-U) for three inhalations and exhalations to relieve vocal tension. It is also important to remember about intonation richness, because an applicant who monotonously mutters something under his breath will seem insecure and boring, lacking energy and creativity.
Clarity/diction is also of no small importance: if you notice that out of excitement you begin to part and speak faster, that because of this you swallow endings, work on your diction BEFORE the interview: give excess load to your articulatory apparatus (pronounce various phrases with concatenated sentences for five minutes). with your teeth or, conversely, with your mouth wide open; or try exaggerated articulation, after which your native one will seem so digestible and simple!).
It is also useful to know that you will appear to your interlocutor in in this case It will be more pleasant for a potential employer if you talk to him in a voice similar to his native one, using similar intonations, speech rate, volume...
And finally, do not forget that all non-verbal and vocal parameters during the interview must be supported by good meaningful, coherent text, clear argumentation, and also be accompanied by good speech, the main qualities of which are correctness, appropriateness, accuracy, richness, consistency, clarity, purity and expressiveness.
Therefore, we train body language, work on voice parameters, improve the qualities of good speech and, finally, remember that masterful command of words and body creates a complex impression.
Any the interview will take place It will be more successful if you prepare for it in advance. It’s even better if you have the opportunity to practice your skills. Successful communication to everyone! And getting a new job!
System-vector psychology of Yuri Burlan reveals the mystery of the Russian person, who always requires a little more than formalities, and in our case, more than qualification characteristics, a set of knowledge, skills and abilities when hiring. And even if you are a top-notch specialist, you still need, in a psychological sense, to pass an interview to qualify as a “company man.” And this means you need to become one of them right at the interview.
This information will be useful to those who are about to leave work soon, have already left or are looking for their first job. Most often, the question of how to pass a job interview is preoccupied by a person who prefers consistency and does not strive for competition. In search of offers, he goes online and suddenly discovers that there are not many vacancies on the labor market; the demand for them exceeds the supply.
In a highly competitive environment, his knowledge is not as deep or broad as required, the advertisements contain unfamiliar terms, and interviews at some companies are conducted in English. It's not an easy situation, but you have to start somewhere.
A person first sends their resume to carefully selected job advertisements, but for some reason does not receive invitations for an interview. After a couple of weeks, he already responds to vacancies that are less suitable. With every day of waiting, the mood drops, uncertainty increases, fear grows: “Does anyone really need me?” Looking for a job turns into waiting for at least some kind of interview - desperately walking in a vicious circle.
Finally our candidate is invited to an interview and the new stage painful thoughts. The more interesting the position and company, the greater the excitement. Realizing that there are many qualified specialists, the applicant wants to prepare and pass an interview in order to finally complete the search and live and work in peace.
Properly prepare for an interview - four steps to results
Step 1. Carefully study the company’s website, find out everything about its activities, mission, projects - HR managers love it when the candidate understands where he has come, and during the interview they will definitely ask: “What do you know about our company?”
Step 2. Find reviews on forums former employees, you can write to them, find out what they were asked about during the interview and how to answer, whether tests and cases are given. Inquire about the organization's corporate policy.
Step 3. Read the advice of HR managers, what they pay attention to during an interview: appearance(clothing, hairstyle), the candidate’s punctuality, openness. What is recommended to bring with you (documents, recommendations, portfolio, etc.).
Such information is not difficult to find. But the applicant still has other problems:
Thoughts get confused due to excitement, it can be difficult to answer simple questions How not to embarrass yourself?
What should I do if there are unexpected questions during the interview and I need time to prepare?
How to understand what answer a manager needs?
What if I answer all the questions correctly, but the manager just doesn’t like me?
By the way, personal managers themselves don’t know how to explain why they like one candidate during an interview and not another. They call it “chemistry” among themselves, while System-Vector Psychology of Yuri Burlan knows and scientifically explains this phenomenon. And therefore, the fourth step on the path to preparing for an interview is to get acquainted with systemic knowledge and take it into your arsenal.
Go through nine rounds of interviews and not get the job?
System-vector psychology of Yuri Burlan reveals the mystery of the Russian person, who always requires a little more than formalities, and in our case, more than qualification characteristics, a set of knowledge, skills and abilities when hiring.
In the Western world, these requirements have long been standardized: no differences in gender, age, etc. A photograph on a resume is considered bad form - no preferences, no “chemistry.”
But here everything is different, despite the laws and codes. And even if you are a top-notch specialist, you still need, in a psychological sense, to pass an interview to qualify as a “company man.” And this means you need to become one of them right at the interview.
Mirroring, which psychologists advise to use during an interview, will not help if you do not know what is behind the restrained movements of the interlocutor or his glance from under his brows.
We answer correctly and pass the interview.
The traditional question: “Why did you leave your previous job?” – baffles many. How to answer this for different interviewers? The answer may not be the only one if you need to successfully pass a particular interview. In this case, each of the possible answers will be truthful and fall into the questioner’s shortage.
For example, an applicant for last place there was no opportunity to study, they were not allowed to attend the sessions, the management underestimated him, for successful work They didn’t raise their salaries, they didn’t even acknowledge their achievements.
Let's choose one of two answer options for what to say to a manager at an interview who has just tortured the candidate with questions not only about work experience, but also about family, children, parents, and even about success while studying at school:
I left because, despite the high-quality projects I completed, I was not only not assessed fairly, but also not given the opportunity to improve my skills, which is very important in my work.
I left because I no longer saw myself growing within the company. I would like to receive a higher salary and be promoted in a new place.
It’s easy to choose if you understand what meanings the interlocutor is pronouncing. In our case, the manager needs information about the candidate’s family, his background, education, and these are all the values of a person with. Talking about a career and a high salary means causing internal contradiction in the personal manager, while expressing slight resentment at the injustice of his superiors and the inability to improve his professional level at work will immediately resonate with him. He himself loves to study and respects professionals in their field, and this is typical only for people with an anal vector.
Example of what not to do
Recently at an interview I observed shining example manifestations of a discrepancy between the mental qualities of the director of the company and the candidate for the position of head of the IT department.
A successful director, leader, entrepreneur is always a person with competition in his blood. He is focused on success, benefits from work, quick results, switches easily, is dynamic mentally and physically. It would seem that during an interview two managers should easily find common language, because they have the same desires and properties.
But the candidate, having in addition to the skin vector also an anal one, demonstrated the opposite qualities. He gave detailed answers, got bogged down in details, not always bringing the sentence he started to its logical conclusion - the director simply did not have the patience to listen to the end.
If the candidate knew how a person works mentally, a failed interview would not have happened. There were no objective reasons for stress; the specialist had excellent professional training for the job and the necessary qualities to successfully manage a programming department.
As a professional, it always hurts me when people make annoying mistakes due to a simple misunderstanding of the interlocutor and cannot realize their potential. I would like everyone job seekers recommended using Yuri Burlan’s technique.
For working with personnel, system-vector psychology is of great importance and cannot be compared with any other approach or training. For example, seeing how a candidate comes in and sits down in front of me, I understand how to interview him, which positions he is suitable for, and which ones are closed to him.
An interview is an opportunity to realize yourself
Do you want your interlocutor to become an open book for you, and the question of how to pass that only necessary interview for a suitable job is no longer in front of you? This .
Do now the final, most important step on the way to successfully passing an interview, register for a free online training on system-vector psychology by Yuri Burlan.
The article was written based on training materials “ System-vector psychology»Find a job- not an easy task. Interview for a position- like an exam in which they try to “cut you off” by asking the most unexpected questions. Even worthy candidate With good resume it is difficult to break through this barrier.
The problem is that they don't teach anywhere" how to pass an interview". You may say: "I - good specialist , my professional experience speaks for itself." However, practice shows that this is not enough! You need to prepare for interview.
What to do? Do you need a coach. Necessarily - professional HR. He will help you work out interview skill. This is our unique offer. After all personnel services– closed structures. And in real life there is no feedback from them. None HR specialist will not answer you frankly what mistakes you made during interviews, which made an unfavorable impression. Typically, companies limit themselves to excuses and standard phrases. That's why applicant, coming to the next interview, repeats previous mistakes.
We will conduct it for you trial interview with our expert.
Together we can increase confidence when passing an interview, and also hone your self-presentation skills. Exclude possible errors, individually work out verbal and non-verbal communications. And eventually you will be able to pass interview in any company. Our consultant during passing an interview will work through uncomfortable issues with you.
Format conducting an interview can be in person or via Skype.
We provide individual training interviews also in English language. When passing training in English We offer you not only skill development passing an interview, but also elaboration of your answers from the point of view of correctness English language. The consultant-translator participating in the training will evaluate the quality of your answers and in the process of elaboration interview will correct your speech patterns and select the right sentences. Participating in training with two consultants as interviewers will prepare you to interview with the simultaneous participation of the HR manager and the future direct supervisor-expat.
The result you get:
Based on the results of trial interview you receive verbal recommendations and a written report (if necessary) within 3-5 business days. Additionally, our expert will give you recommendations on how to look like an interview depending on corporate culture employer company.
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There are various methods for assessing candidates for a vacant position, but the interview technique remains the most used today. This method is convenient because it is easy to use, does not require additional costs and is quick.
What is the main purpose of the interview? What key questions should a hiring manager answer when conducting an interview? First of all, this is whether the candidate’s professional level meets the requirements set by the employer. This is the main, but not the only criterion.
The next set of questions should clarify the motivation of the applicant: what motivates him to look for a job in your company.
And the third point is to find out how the candidate will fit into the production team, whether he meets the safety parameters, whether his style of behavior corresponds to the management style in the company, the requirements of discipline, and the peculiarities of corporate ethics.
Before the interview, the hiring manager draws up an interview plan. The plan contains a list of basic questions that need to be asked, as well as additional questions to clarify certain points from the applicant's story. Answers to frequently asked questions can be prepared in advance, so in order to really get a sense of the candidate's personality, it is necessary to ask him clarifying questions, the answers to which will force him to show himself in a real light.
The interview time can be roughly divided into 3 parts:
- - personal acquaintance and establishing contact;
- - obtaining basic information;
- - completion of the interview.
When starting a meeting, try to immediately establish a trusting atmosphere, be attentive and friendly. Ask a couple of minor questions that are not related to the main topic of conversation, address the applicant by his first name and patronymic. The less tension in the conversation, the more informative the meeting will be.
In the main part of the interview, invite the applicant to talk about himself, his professional experience, and expectations from the new place of work. The applicant is ready for such a story; during the conversation, you can ask clarifying questions that can find out specific professional competencies, clarify experience in the field that the new employee will be engaged in. Questions from the series: Remember the situation..., What results were achieved..., What could you improve... will help you obtain the necessary information about the applicant.
Another way to get more information about the applicant is to play a little game with him or give him a small task. Basic conditions - the game should be short and not require special knowledge. The goal is to demonstrate a level of competence, professionalism and personal qualities required for a specific vacancy.
It is equally important to find out the candidate’s motivation: what he likes, what he doesn’t like about the profession, the reason for changing jobs, salary expectations, desire for professional growth. It's best to scatter questions throughout the interview, placing them in context to elicit unrehearsed responses.
Having received the necessary information about the applicant, proceed to the end of the interview: inform the applicant about the procedure further actions. Summarize, express your opinion about the candidate’s chances, so that he has a correct understanding of his chances of filling the vacancy.
A positive and friendly farewell will complete a successful interview. Based on the results of the interview you just completed, be sure to fill out the evaluation form, this will help when making a final decision.
Purpose of the training. Skill building business communication necessary to successfully pass an interview with an employer.
Structure of the training. The training consists of four modules. Each of the modules can also be used as a separate training.
Module 1. Effective negotiation depending on the type of interview
During the training, situations of participation in various types interviews.
Purpose of training sessions— train participants:
· skills of conducting effective negotiations with the employer;
· practical techniques for dealing with employer objections
Exercise 1. “Structured interview”
Information. For this type of interview, employer representatives first develop special questions to obtain information about the employee’s competence, his compliance with the requirements of the position, taking into account the specifics and strategy of the enterprise. Questions are asked that help determine the interests and motivation of the applicant, his potential as an employee in specific conditions. Therefore, in this type of interview, answers play a key role.
During the exercise, an interview situation is played out, structured according to the following criteria:
· based only on job responsibilities and requirements that are critical to the performance of any particular job ( what kind of job will it be for?« reception is being made» - determined in advance by a specialist,lesson leader);
· the interview program contains four types of questions (situational, qualifying, simulating a work situation and related to general requirements to the staff);
· there are pre-prepared (standard) answers to each question ( answers are prepared in advance by the employee leading the game);
· the responses of “job applicants” (that is, training participants) are assessed by comparison with clearly defined criteria ( the criteria are prepared in advance by the employee leading the game);
· a group of experts can be involved, which ensures an independent assessment of each candidate’s answers by several experts ( a group of experts is appointed from among the training participants,its composition may change several times during the exercise);
· interviews are conducted in in full with each candidate (that is, all participants are interviewed in turn).
At the end of the exercise, the results are discussed. The facilitator gives recommendations to the participants.
Exercise 2. One-on-one interview - individual conversation
Information. This is the most general type interviews conducted separately with each candidate. This form of organizing an interview allows you to establish good contact between the employer and the applicant and discuss large number questions in a fairly short period of time.
The specialist leading the lesson calls a couple of people who will agree to role-play the situation of an individual interview. This is followed by a group discussion - the advantages and pitfalls of passing the interview are discussed. Next, the group is divided into pairs, in which participants take turns playing the roles of employer and applicant for a vacant position.
The lesson concludes with a group discussion of the assignment.
Exercise 3. Interview “Group interview”
Information. Typically, group interviews are conducted by several employees of the department in which there is a vacancy. This may be the immediate supervisor and, if the work is specialized, an expert in the field (to assess the candidate’s knowledge and experience). Many candidates for a vacant position are intimidated by this form of interview. When the conversation is one-on-one, you can concentrate and it is easier to establish eye contact with the interlocutor. But when there are several questioners, you always have to remember how many eyes are watching you, and strictly control every word and every gesture.
Purpose of the exercise— practicing skills of confident behavior in an interview situation with several employees of the organization at once.
Participants are divided into groups of three people: one applicant for the vacancy and two representatives of the organization. An interview is being conducted. Then the participants change roles. After all participants complete the task, a group discussion follows. Participants share their feelings:
· how they felt as a job applicant;
What do they see as the main difficulty of passing this type of interview?
· how they saw the applicant while in the role of employer.
Exercise 4. “Situational interview” - Case interview
Information. This type of interview involves the use of a series of standard questions-tasks, to which each applicant gives his own answer. It is often called a case interview, since situations (cases, that is, circumstances) are used that have never happened to the applicant. In fact, this is a description of some hypothetical situation followed by a question addressed to the applicant. By giving an answer, the candidate can demonstrate his professional suitability, ability to analyze, place the right emphasis, interact with colleagues and subordinates, and find a way out of problematic situations. Depending on the specifics of the open vacancy, cases may be asked to test creativity and the ability to think outside the box.
The leading training specialist prepares cases in advance. Interviews are being practiced using them. Finally, the results of the exercise are discussed.
Exercise 5. “Where do you see yourself in five years?”
Information. During the interview, the question may be asked: “Where do you see yourself in three years (five years?).” Thus, during the interview, the applicant’s career preferences and the level of his professional and life aspirations are clarified.
The exercise is carried out as a response to this question. Participants learn to construct an answer,presenting yourself in a positive way,from the employer's point of view,light.
Exercise 6. “Biographical interview”
Information. Biographical interviews are built around facts from the candidate’s life and past experiences. During such an interview, questions are asked such as: “Tell me about your last job?”, “Why did you choose the particular institute you entered?”, “If you could go back five years, what would you do differently? "
A biographical interview provides an opportunity to evaluate what the candidate has already done in his life, and based on this, predict how successful he will be in the position for which he is applying.
The specialist leading the training prepares in advance a number of questions for a biographical interview and invites participants to role-play the interview situation using them. At the end of the game part of the exercise, a group discussion of the results of its implementation should be held.
Exercise 7.« Serial interview"
Information. A series of different types of interviews is conducted with different people. First, a screening interview may take place with a member of the HR department. Then the candidate can be sent to the head of the department in which he is applying. He may also be asked to meet with employees of other departments with whom he will work.
A series of serial interviews are played out. It is advisable for each participant to play the role of an applicant, an HR employee, or a department head. Afterwards, a discussion is held - the perception of the situation from the point of view of the applicant, from the point of view of the HR employee, from the point of view of the head of the department. Recommendations for effective behavior are developed.
Exercise 8. “Stressful interview”
Information. Stress interviews are practiced in cases where the work is expected to be non-standard, associated with increased emotional, physical or intellectual stress.
The interview may be conducted in a rude and tactless manner, provocative or tactless questions may be used, and unexpected stressful situations may be created. In practice, this type of interview is used very rarely. But sometimes HR specialists allow themselves a few provocative questions.
Purpose of the exercise— practicing skills of confident positive behavior in non-standard situations.
The presenter suggests conducting an interview:
· during which several people unfamiliar to the applicant begin to quarrel noisily;
· the employer speaks rudely to the applicant;
· the employer asks insensitive questions.
The specialist leading the training discusses with the training participants the most appropriate forms of emotional response and behavioral reactions.
Exercise 9. “Provocative questions”
Information. Questions asked during a stress interview can be divided into two categories.
· If you are presented with a business proposal, how will you decide whether to accept it or refuse it?
· How do you react to situations when psychological pressure is exerted on you during work?
· Think about and describe a situation where your work was criticized.
· Describe what the essence of success is to you.
· Don't you think it would be better for you to start working in an organization of a slightly different scale?
· What would you say if I thought your presentation today was very weak and uninteresting?
The specialist leading the training selects a number of provocative and non-standard questions in advance.
Purpose of the exercise- developing the ability to answer these types of questions with dignity.
In some cases, it is necessary to develop the ability to refuse to answer a question.
For example: to the question: “What is your relationship with your mother-in-law?” - the possible answer is: “I would prefer not to answer this question.”
At the end of the lesson, the training leader discusses with the training participants the most appropriate forms of emotional response and behavioral reactions.
Exercise 10. “Working with objections”
Information. In some cases, the employer may have objections. In this case, it is effective to use “working with objections” strategies.
Purpose of the exercise— developing skills in handling objections.
During the exercise, an interview is played out, during which clarifying questions are used to answer the “employer’s” objections:
· What makes you doubt?
· What exactly doesn’t suit you?
· Why do you think so?
· What do you mean by this?
· By this you meant...?
· Please explain what you mean...
· If I understand you correctly, you are interested in...
· I understand why you think that.
Module 2. Skills for successful negotiations with an employer
Purpose of the training— developing skills for taking successful role positions and managing emotions in the process of negotiations with the employer.
Exercise 1. “I am the leader”
Purpose of the exercise— practicing the skills of taking a “leading” position when interacting with others.
Training participants are asked to break into groups of two and role-play situations in which it is necessary to take a leading position in communication.
Two participants sit in the center of the circle. One of them begins a dialogue with any remark on any topic. The second should pick up the conversation, but at the same time switch the interlocutor to his topic. This must be done politely but persistently. The group follows the dialogue. Then two other participants sit in the center, the task is the same for them.
At the end of the lesson, there is a group discussion of the results of the exercise.
Exercise 2. “Positions of communication”
Purpose of the exercise- developing an understanding of the three main positions of communication - “Above”, “Equal”, “Bottom”.
Participants in the training must play all three positions in turn. Examples tasks:
· Dialogue between dad, mom, child.
· Conversation between teacher, student and parent.
· A meeting in which ordinary employees, their boss, the head of the human resources department and the director of the organization take part.
Exercise 3. “Who Am I?”
Purpose of the exercise— practicing various role positions.
The training participants are asked to role-play the situation of a business meeting, in which everyone takes a certain position (the position is chosen by the participant himself).
· Informant - in his speech he is limited to communicating demands, norms, views.
· Inspirer - strives to captivate those present with interesting thoughts and perspectives.
· Petitioner - asks to “take into account” and “get into the situation.”
· Advisor - gives valuable advice, without assuming that he himself will carry them out.
· Dictator - seeks to forcibly introduce his ideas and ideas.
· Competent worker - strives to competently assess the problem and ways to solve it.
· What is my role when talking to an employer?
· What position can an employer take?
· Which role position is most advantageous during an interview?
Exercise 4. “Abstracting from the situation”
Training participants are given exercise- recall a communication situation in which they occupied an unfavorable (ineffective) communication position. Next, they are invited to role-play this situation with other participants, while occupying various role positions.
Then follows discussion:
· Which role position is most beneficial in this situation?
· What prevents me from being in this position in this situation?
· Is there any similarity for me between the situation being played out and the situation of an interview with an employer?
Exercise 5. “Above the situation”
The situation of business negotiations is being played out.
Participants are asked to split into groups of five people. Everyone takes their own position: Leader, Performer, Critic, Neutral Observer, Compromiser.
· Which position is most advantageous during negotiations?
· What position do I usually take in a negotiation situation?
· What position does the employer take during the interview?
· Which position is most beneficial for me during an interview?
Exercise 6. “Five chairs” (according to N.I. Kozlov)
Instructions.“In front of you are five chairs, each of which symbolizes a certain level of mastery of emotions. These five chairs are your five choices.
First chair: “I can’t control either my internal experiences or my external expression of emotions.”
Second chair: “Internal experiences are beyond my control, while I know how to control the external expression of emotions when there is relative order inside.”
Third chair: “I can completely control the external presentation of myself, but my inner world We have little control."
Fourth chair: “I can perfectly control the external manifestations of my behavior, but the inner world is partially subject to me.”
Fifth chair: “I can completely control both my inner world and my outer emotional presentation.”
Questions and tasks
· What chair are you sitting on today? Stand behind the chair whose description matches your level of emotional control.
· Which chair would you like to be in? Name the level (show that chair) that attracts you, the achievement of which will be your goal.
· Which chair would you like to sit in when negotiating with your employer?
· How did I feel while sitting in the chosen chair?
· Was it difficult to sit on? What is stopping me from realizing my chosen position in life?
· What benefits can you get from your chosen position?
· Will the chosen position be successful in negotiations with the employer?
Next, the group is divided into subgroups of three people. In subgroups, the situation of an interview with an employer is played out. In this case, the participants occupy the following positions: Employer, Outside Observer, Candidate for a vacant position. A candidate for a vacant position should try to participate in the interview while “in the chair of his choice.”
After completing the exercise, it happens discussion in subgroups:
· the applicant talks about his feelings;
· the employer assesses the position of this applicant;
· an outside observer describes the interview situation from the outside.
Exercise 7. “Bad guy” - “good guy”
The “good guy” and the “bad guy” are the classic pairing of many negotiations.
A group interview situation is played out. There are two representatives of the employer - “good” and “bad”. The task for the applicant is not to succumb to the feeling of solidarity with the “good”, to maintain emotional calm and to take a position above the negotiation situation.
Participants are divided into groups of three and complete the task. This is followed by a group discussion of the results of the task.
Exercise 8. “Frames of Perception”
Instructions. You are presented with two frames of perception of the situation:
· optimistic – “everything will be fine”;
· pessimistic - “everything is hopeless.”
Which frame do you choose when you think:
· about your life?
· employment situations?
· your future in three years?
Try changing the selected frame in relation to different life situations- Does this change your attitude towards reality? To the expected result?
A group discussion of the problem posed is held. Participants are asked to select a frame in relation to the employment situation. There is a discussion about how changing the frame affects behavior change during an interview.
Exercise 9. “Stereotypes of perception”
Participants of the training are asked to describe the following on pieces of paper: life positions: Man, Woman, Businessman, Leader, Subordinate, Unemployed.
· What do the characteristics have in common?
· Are there stable stereotypes of perception?
· How do they influence the success (failure) of negotiations between people?
· How do these perception stereotypes affect the success of negotiations?
· How do they affect your interview performance?
Exercise 10. “My finest hour”
The training participants are asked to remember a successful day in their life when they succeeded in everything. What were they doing? How did they feel? What does this day symbolize for them?
Should discussion:
· Has my behavior changed due to memories?
· Can these memories serve as a positive resource when performing difficult tasks?
· How can this positive resource be used in an employment situation?
Module 3. Structure of business communication. Typical questions questions asked during an interview
Purpose of the training— performing exercises that allow participants to practice the skills of presenting themselves to the employer in the most advantageous light.
Exercise 1. A situation plays out: you need to answer the question: “Tell me, what did you do at your last place of work? (if there is no work experience, during the internship, in practice).”
When completing the task, you should practice the following response algorithm:
· Skills and abilities that you used.
· What equipment can you work with?
· What were your responsibilities?
· Communication skills with other people (colleagues, clients, customers).
· Duration (if you worked for a long time).
· What was your professional growth (if you received a promotion)?
· Your responsibilities that are directly related to your job.
· Completion of internships, advanced training, and training sessions.
Exercise 2. Practicing skills to answer the question: “Have you ever done this type of work before?” Participants must learn:
· answer “yes” in all cases;
· describe existing real experience professional activities, allowing you to perform this work;
· in the absence of sufficient work experience, describe other existing professional experience that indicates professional abilities, the presence of work skills and knowledge, the ability to quickly understand the essence of the matter, and the presence of a keen interest in future work. For example: proficiency in typing, foreign language, experience working with numbers, organizational skills, good computer skills, etc.
Exercise 3. Mastering the skill of answering the question: “What machines and equipment have you worked with?”
Often professional activities involve the use of machines and special equipment. You should practice your answering skills using the following algorithm:
· mention existing experience in working with equipment that can be used in the workplace for which the interview is taking place;
· describe your experience of using other types of machines with which you are familiar;
· list available diplomas and certificates of special training in the use of machinery and equipment.
Exercise 4. The situation is played out: How to answer the question: “Which wages Are you counting?
Participants must realize the following dilemma: if the demands are too high, they may not get the job; if the demands are too low, they will tend to constantly underpay.
IN game form it is necessary to work out the following behavior strategy:
· avoid specifying any exact numbers;
· be evasive, but at the same time reasonable: “I hope for a level of payment that matches the quality (volume, complexity) of the work”; “I would be satisfied with payment at least below the average salary for such work.”
Exercise 5. How to answer the employer’s question: “What do you know about this organization?”
Before the interview, it is advisable to collect information about the company (organization, company - its products, operating hours, forms of customer service, equipment used and operating technologies, reviews in the press, etc.). It is advisable to have information that allows you to talk about this organization from a positive side.
In the process of completing the task, training participants need to develop skills in collecting and subsequently using such information. When answering the question, participants should mention that the organization is engaged in exactly the work in which they are interested (they see prospects for professional growth, they see the opportunity to earn decent money, they see the opportunity for professional self-realization, etc.).
Exercise 6. How to correctly answer the questions: “What can you offer us?”, “Why do you think we should hire you?”
Participants must learn to list their positive characteristics(even if this means they have to repeat what they have already said). To do this, use the following response strategy.
· your qualifications;
· previous work experience;
· that you are a reliable (executive, proactive, interested, hardworking, etc.) employee;
· that you are able to perform this work efficiently and on time.
Exercise 7. What should you say when answering the question: “Tell me about yourself”?
Participants practice the following answer algorithm:
· find out what the employer is interested in - professional achievements or the personal life of the applicant;
· if the employer is interested in an answer with an emphasis on professional life, you should talk about recent years work (on internships, training courses and seminars) focusing on your professional achievements (promoting yourself as a professional).
If an employer is interested in information about your personal life, you should:
· show that there are interests outside of professional activities;
· show the connection between personal interests and professional activities;
· tell about your family circumstances in a positive way;
· briefly talk about your family and upbringing (also in a positive way).
Exercise 8. How to correctly answer the question: “What are your strengths? Participants learn to find and convincingly list their positive qualities according to the following scheme:
· vocational education;
· professional skills;
· professional experience;
· professional interests;
· professional responsibility and reliability;
· effectiveness of professional activities;
· communication skills with people (clients, business partners, children).
Exercise 9. The situation is played out: you should answer the employer’s question: “Do you have any questions?”
Training participants should understand that this question is often asked out of politeness. Therefore, you should learn not to ask the employer about specifics: an approximate work schedule, the opportunity to have lunch in the canteen, etc. During the exercise, participants should learn to ask one or two neutral questions that will not negatively affect their perception of the employer.
Note to presenter. After completing each task, there is a group discussion: what worked, what caused difficulties. The group can give recommendations to participants on how to adjust their behavior in a more effective direction.
Exercise 10. Practicing skills to answer the question: “Why did you leave your previous job?” (if this issue is relevant for the training participants).
In the process of completing the task, participants must learn to name only those reasons that characterize them with positive side. Answers such as “I had disagreements with my boss, I didn’t like the working hours,” etc. should be avoided. The employer must be sure that no unwanted problems will arise with the new employee. Example answers:
· The work was under contract, the contract expired.
· The company closed.
· The line of work was abolished.
· The position (but not you) was laid off.
· Had to travel too far to work.
· There was a decision to change the scope of work.
· Desire to build a professional career.
Module 4: Using Body Language in the Interview Process
Purpose of the training— performing exercises that allow participants to practice skills in using non-verbal ways to effectively present themselves to an employer.
Exercise 1. “Without words”
Two participants sit in the center of the circle. They are given exercise: talk on any topic for 3 minutes. The group should not hear what they are saying. Everyone is watching the speakers.
Questions for discussion:
· What happened between the speakers?
· Was the topic of conversation interesting for both one and the other?
· How can this be seen? By what external signs did you determine this?
Next, the group is divided into threes: two interlocutors and one observer (he does not hear the content of the conversation). All participants, in turn, must take the observer’s position to practice the skills of identifying nonverbal manifestations of another person’s state and feelings.
Finally, there is a group discussion of the results obtained.
Exercise 2. “Interlocutor’s Pose”
The perception of what postures another person takes during communication is practiced.
Exercise. Break into pairs and talk, trying to exactly copy the posture of your communication partner (performed one at a time).
Questions for discussion:
· What feelings and thoughts arose while completing the task?
· Was it difficult to do?
· Does posture affect the outcome of negotiations?
· What position is most advantageous when communicating with an employer?
Exercise 3. “Poses of communication”
The concept of “closed - open communication posture” is discussed. Given exercise: try to have a conversation when you and your interlocutor:
· are in open positions communication;
· are in closed communication positions;
· are in different positions: one of you is in closed position, the other is open.
After completing the task, discussion:
· In what position are you most comfortable communicating?
· What position of your interlocutor is most preferable to you?
· What communication positions are preferable during an interview?
Exercise 4. “The rhythm of our communication”
Training participants are given exercise: Divide into subgroups of two people. Two people engage in conversation on any topic.
Instructions. Try to catch the rhythm of movements inherent in the interlocutor (gestures, body bends).
After completing the task, a discussion is held:
· Is it difficult to catch the rhythm of another person's movement?
· Does the observer's position increase the accuracy of perceiving another person's rhythm?
· What rhythms of movement are typical for your relatives? Friends? For the employer you interviewed with?
· Does the convergence of the interlocutors’ movement rhythms contribute to the establishment of contact and mutual understanding in the negotiation process?
Exercise
· Did you pay attention to the intonation of your interlocutor?
· Do (if so, how) the characteristics of your voice and intonation features affect the results of negotiations with the employer?
Exercise 6. “Speech speed”
Participants are divided into subgroups. Exercise: carry on a conversation on any topic for 3 minutes.
· What is the speed of speech of your interlocutor?
· Do you speak faster / slower / at the same speed?
· Do you experience discomfort if your interlocutor speaks faster/slower than you?
· How to synchronize the pace of speech between interlocutors during communication?
· How to adapt to the pace of the employer’s speech?
Exercise 7. “Facial Expression”
Participants are divided into subgroups. Exercise: carry on a conversation on any topic for 3 minutes.
· How did your interlocutor’s facial expression change during the conversation?
· What facial expressions are typical for you?
· Does your facial expression and facial expressions change during important business meetings?
· Is it possible to control facial expression?
· Optimal facial expressions during negotiations with the employer.
Exercise 8. “Distance between speakers”
Participants are divided into subgroups. Exercise: carry on a conversation on any topic for 3 minutes.
· At what distance did you communicate with your interlocutor? Did you feel comfortable?
· If not, what did you want to do - move away/move closer?
· How does the distance between interlocutors affect the success of negotiations?
· What should be the distance when negotiating with an employer?
Exercise 9. “I want to talk to you”
Participants are divided into subgroups. Exercise: carry on a conversation on any topic for 3 minutes.
· How did you feel while communicating with each other?
· Did you feel comfortable/uncomfortable? Why?
· What would you like to change in the way your interlocutor communicates?
· Is your communication style always the same or does it depend on the situation?
· What should be the manner of behavior when conducting an effective interview with an employer?
Exercise 10. “Self-confidence”
Participants are divided into subgroups. Exercise: Hold a conversation on any topic for 3 minutes, feeling very confident.
· What parameters of nonverbal manifestations (posture, rhythm of movement, vocal characteristics) indicate self-confidence?
· How to demonstrate self-confidence to an employer through external manifestations?
· benevolent;
· unkindly disposed;
· neutral;
· not interested in the candidate.
Questions for discussion
· By what external manifestations can the employer’s position be determined?
· How did you feel interviewing with different employers?
· In what ways and in each situation could you demonstrate self-confidence?
Solntseva V.A.