Student Placement Policy

Student Placement Policy

Rationale and Objective(s)

1.1. The policy will ensure that:
there is appropriate consistency and Quality Assurance in the management and administration of placements across the University;
placements achieve their educational outcomes;
reasonable steps are taken to ensure that the health and safety of students are not jeopardised by activities undertaken during placement;
reasonable steps are taken to ensure that the University is not rendered liable for any conduct by either a student or placement supervisor during an external placement; and
reasonable accommodations are made for students with disabilities.

2. Definitions and Acronyms

In the context of this policy:
Course Coordinator means the member of the University’s academic staff designated by the Head of School as responsible for planning and coordinating the delivery of a Course and for ensuring its appropriate assessment, in consultation with the Program Convenor and with the Head of School, who has the final responsibility. The Course Coordinator may also be the/a placement supervisor;
misconduct means unacceptable behaviour that includes but is not limited to conduct that:
engages in unlawful or criminal activity on the premises of the placement agency; o r
disrupts, interferes with, or is detrimental to the conduct of the agency; or
obstructs any officer or employee of the placement agency in the performance of their duties; or
damages or wrongfully deals with any property on a location where a student is present under the auspices of the University; or
disobeys, without reasonable cause, any instruction of an officer of the University or the placement agency, including the failure to leave any building or part of a building when directed to do so; or
refuses, withholds, or fails to identify oneself truthfully or furnishes false personal information to any officer of the placement agency; or
disobeys or fails, without reasonable cause, to observe any policy, procedure, or regulation of the placement agency; or
assaults or threatens a person, or causes others to fear for their personal safety; or
breaches confidentiality or privacy requirements or obligations in respect of the placement agency, its staff, or other relevant parties.
placement means a clinical placement, practicum, internship and any other like form of professional, industrial or vocational experience included in a course or required for a program;
placement supervisor means a member of the University’s academic staff responsible for the supervision and assessment of students undertaking placements included in a course;
placement agency means any agency or body which provides placements for students of the University;
placement agency supervisor means a member of staff of a placement agency who is responsible for supervising and/or contributing to the assessment of students on placement;
Pro Vice-Chancellor means the Pro Vice-Chancellor of the Faculty which offers the placement .
unprofessional conduct means behaviour that is not characteristic of or befitting the profession; it includes but is not limited to conduct that:
is unethical,;
departs from the standards set by the profession;
uses language that is unacceptable in the presence of co-workers; supervisors of clients; or
demonstrates a lack of respect or sensitivity to clients.

3. Scope

3.1. This policy relates to all clinical, professional, industrial or other placements that form part of a course or program coordinated by the University1 and for which
students will be assessed; and/or
a grade is awarded; and/or
completion is required for an award of the University.

4. Provisions

4.1. Placement supervisors, placement agency supervisors and students will be provided with appropriate preparation for undertaking placement which will include information regarding their role and responsibilities before, during and after the placement (refer the Guidelines attached to this policy).

4.2. Documentation for each placement will provide a clear statement regarding:
the procedures for allocation of placements;
criteria for determining eligibility to undertake placement if any, for example, completion of required courses or program schedule requirements;
the completion by students of any additional requirements, for example, vaccinations, first aid certificate, essential criteria or course requisites;
the provision by students of any required documentation, for example, Criminal Record Check, Prohibited Employment Declaration or health checks;
procedures for students with disabilities seeking to negotiate adjustments (refer Procedures attached to this policy);
the roles and responsibilities of placement supervisors, placement agency supervisors and students before, during and after the placement;
how the placement fits into the learning objectives of the course and program;
whether the placement is required to comply with relevant professional accreditation;
the specific learning objectives of the placement;
how the placement is to be assessed including the means by which assessment will measure the achievement of the learning objectives;
requirements for complying with privacy legislation within the agency in which the placement is to be undertaken;
procedures for dealing with absences, conflict or other difficulties encountered during the placement, including breakdown of the placement due to student performance and /or other unforeseen circumstances (refer Procedures attached to this policy);
an indication of the cost involved in the placement and clear advice that the cost must be borne by the student; and
the date determined by the Head of School and advised in the Course Outline after which a student may not withdraw from a course containing a placement without academic penalty other than in exceptional circumstances and with approval from the Head of School.

4.3. All students undertaking a placement will be supervised by a professional in the field preferably with at least two years professional experience, or a designated individual supervisor of equivalent clinical/professional/industrial experience.

4.4. All students undertaking a placement will be in regular communication with agency and/or University supervisors.

4.5. All students undertaking a placement will be provided with feedback during the placement regarding their progress towards the learning objectives of the placement.

4.6. Placement agencies and placement agency supervisors will be provided with the necessary information, training and support to enable them to fulfil their role and responsibilities to the satisfaction of the University, the placement agency and students

.
4.7. Placement agencies, placement agency supervisors, placement supervisors and students will be advised of their responsibilities under Anti Discrimination, OH&S and Privacy legislation and the University’s risk assessment policy.

B SCHOOLS PLACEMENT WOES THIS YEAR (2009)

A year ago, as the India story peaked with the economy racing at more than 9% for the third year on the trot, the elite Indian Institute of Management-Ahmedabad (IIM-A) took just six days to place all its 270 graduates from its 2008 batch. Hyderabad-based Indian School of Business (ISB) took a day more to hand over its 440-odd wards to blue-chip Indian and global firms.
But that was then. As a decade of exponential job growth drowned under a rising tide of pink slips in 2009, faculty at IIMs and other top Indian business schools realised early on that placements in 2009 was going to be a long haul.The reasons were obvious. Very few are left standing in the world of investment banking, the traditional favourite at B-schools.
Much of the Western world is in the grip of a severe recession, pushing multinational firms based there into layoff mode. The dearth of credit and its knock-on effects on demand have made marketing-intensive sectors like FMCG and durables freeze expansion plans.
Cut to the first week of March. More than a week into placements, IIM-A has just managed to place 200 of its 259 students. IIM-Calcutta (IIM-C), which placed all its 290 students in four days flat last year, has managed jobs for its 265 students after 10 days of a placement session conducted in two parts.
This year, ISB - rated by the Financial Times as one among the Top 20 B-schools in the world - started its campus recruitment season in January. But as of last week, only 250 of its batch of 440 have got offers. Placement officials at IIM-A, IIM-Kozhikode and ISB say the process would spill over into more weeks in the hope that more companies will visit their campuses.
With companies becoming increasingly choosy, B-school managements have also done away with traditional eligibility thresholds. The upshot: Even a firm with a Rs 3-crore turnover managed to grab an IIM-A graduate in 2009. “This year, since the number of visiting companies has come down, we are inviting a lot of firms. We obviously cannot issue them any deadline,” says IIM-Bangalore’s placements chairperson Sourav Mukherjee.
IIM-B saw a lukewarm turnout on Day Zero, and faculty members say salaries being offered are 40% lower than in 2008. However, one student at IIM-B was offered Rs 1 crore salary from an investment bank for an overseas position, said a faculty member who didn’t want to be identified. Reports also abound of students from flagship PGP and PGPX (executive) programmes of IIMs opting out of the recruitment drive to pursue independent ventures. Eleven IIM-A students had opted out of the PGP placement last year, and that number may go up this year, say institute officials.
The slowdown will affect IIMs far less than other institutes, simply because of our brand equity, but nonetheless, they will get affected all the same,” said a senior faculty member at one of the IIMs, summing up the mood.
That sentiment echoes in Tier II business schools where faculty members describe the situation as “precarious”. Many top companies have given them the slip and the placement process in these institutes has been extended indefinitely.
At the Jamanlal Bajaj Institute of Management, officials who didn’t want to be named reported a 30% drop in the number of recruiters. Replying to an email from ET, a spokesperson of the Wellingkar Institute of Management said.

HISTORY OF GLOBAL PLACEMENT, HYDERABAD

INCORPORATED in 1993, Global Placements, Hyderabad , India is a professionally managed overseas manpower recruitment organisation registered with Ministry of Labour, Government of India, dealing with the placement of Indian Professionals in various fields.
Global Placements is run by a team of qualified professionals with its main objective of rendering reliable and prompt services to its clients and job seekers It has unparalleled experience in recruitment and enjoys immense trust and respect among the professionals seeking overseas jobs.
Global Placements has recruited Professors/Lecturers , Polytechnic lecturerss, School Teachers, Nurses, Engineers, Technicians, IT professional, etc , to various countries .
We at Global Placements are dedicated to bridging the gap between the requirements in various countries and the career aspirations of individuals We seek to establish a lasting relationship between the employer and the job seeker. We are dedicated to overall organising, processing and need understanding capabilities. We are proud of our efficiency and instant response to any given situation.

Interview Do's and Dont's

To Do's -
- Arrive 15 minutes early. Late attendance is never excusable. Clarify questions. Be sure you answered the questions the employer really asked. Get the interviewer to describe the position and responsibilities early in the conversation so you can relate your skills and background to the position throughout the interview. Give your qualifications. Stress the accomplishments that are most pertinent to the job. Conduct yourself professionally. Be aware of what your body language is saying. Smile, make eye contact, don’t slouch and maintain composure. Anticipate tough questions. Prepare in advance so you can turn apparent weaknesses into strengths. Dress appropriately. Make your first impression a professional one. Ask questions throughout the interview. An interview should be a mutual exchange of information, not a one-sided conversation. Listen. This is probably the most important "do" of all. By concentrating not only on the employer’s words, but also on the tone of voice and body language, you will be able to pick up on the employer’s style. Once you understand how a hiring authority thinks, pattern your answers accordingly and you will be able to better relate to him or her.
Not To Do's -
- Don’t answer vague questions. Rather than answering questions you think you hear, get the employer to be more specific and then respond. Never interrupt the employer. If you don’t have time to listen, neither does the employer. Don’t smoke, chew gum or place anything on the employer’s desk. Don’t be overly familiar, even if the employer is doing all of these things. Don’t wear heavy perfume or cologne. Don’t ramble. Long answers often make the speaker sound apologetic or indecisive. On the other hand, don’t answer questions with a simple "yes" or "no." Explain whenever possible. Do not lie. Answer questions as truthfully as possible. Do not make derogatory remarks about your present or former employers or companies.
Too many people second-guess themselves after an interview. By closing strongly and asking the right questions, you can eliminate the post-interview doubts that tend to plague most interviewees. If you feel that the interview went well and you would like to take the next step, express your interest to the hiring authority and turn the tables a bit. Try something like the following:
"After hearing more about your company, the position and the responsibilities at hand, I am certain that I possess the qualities that you are looking for in the (title) position. Based on our conversation and my qualifications, are there any issues or concerns that you have that would lead you to believe otherwise?"
You have a right to be assertive. This is a great closing question because it opens the door for the hiring authority to be honest with you about his or her feelings. If concerns do exist, this is a great opportunity to overcome them. You have one final chance to dispel the concerns, sell your strengths and end the interview on positive note.
A few things to remember during the closing process: Don’t be discouraged if no definite offer is made or specific salary discussed. The interviewer will probably want to communicate with the office first, or interview other applicants, before making a decision.
Make sure you answer the following two questions: "why are you interested in the company?," and "what can you offer?"
Express thanks for the interviewer’s time and consideration. Ask for their business card so you can write a thank you letter as soon as possible.
When you get in your car, immediately write down key issues uncovered during the interview. Think of the qualifications the employer is looking for and match your strengths to them. This follow-up processes is very critical. A "thank you" letter should be written no later than 24 hours after the interview.

Interviewing Skills: Conducting an Interview

Conducting an Interview

Types of difficult Interviews

Some interviewees demand a particularly focused interviewing techniques.
In order to get an accurate assessment of a candidate’s ability, the interviewer’s ability to handle different types of candidate is very important
Before Interviewing, develop an understanding of the following types of candidates:
Nervous candidate
Uncommunicative candidate
Talkative candidate

Handling a nervous candidate

Give them an especially warm greeting
Engage in more small talk than usual
Point out various facilities or areas of interest within your organization
Start with specific , fact-based questions that are easy for the candidate to answer and unlikely to be stressful
Speak slowly in a relaxed, informal manner

Handling an uncommunicative candidate

Many reserved or uncommunicative candidates simply need to be encouraged to share their thoughts
Using silence can be effective
If the candidate is having trouble in answering questions related to their strengths and weaknesses, tell them that you will give them some time to think about it and come back to the question later

Handling a talkative candidate

Candidates who talk too much , often about things unrelated to the job or interview can be challenging,
Tell the candidate that you will be following a structure, and stress on the time available for each section of the interview,
When necessary, remind the candidate of the time limits,
Redirect the conversation as politely as possible,

Ten Ways to Improve Your Communication Skills

Ten Ways to Improve Your Communication Skills

We all have people with whom we have to work to get things done. Our ability to communicate with clients, customers, subordinates, peers, and superiors can enhance our effectiveness or sabotage us. Many times, our verbal skills make the difference. Here are 10 ways to increase your verbal efficacy at work:

Develop your voice – A high whiney voice is not perceived to be one of authority. In fact, a high soft voice can make you sound like prey to an aggressive co-worker who is out to make his/her career at the expense of anyone else. Begin doing exercises to lower the pitch of your voice. Here is one to start: 

Sing — but do it an octave lower on all your favorite songs. Practice this and, after a period of time, your voice will begin to lower.

Slow down – People will perceive you as nervous and unsure of yourself if you talk fast. However, be careful not to slow down to the point where people begin to finish your sentences just to help you finish.

Animate your voice – Avoid a monotone. Use dynamics. Your pitch should raise and lower. Your volume should be soft and loud. Listen to your local TV news anchor; take notes.

Enunciate your words – Speak clearly. Don’t mumble. If people are always saying, “huh,” to you, you are mumbling.

Use appropriate volume – Use a volume that is appropriate for the setting. Speak more softly when you are alone and close. Speak louder when you are speaking to larger groups or across larger spaces.

Pronounce your words correctly – People will judge your competency through your vocabulary. If you aren’t sure how to say a word, don’t use it.

Use the right words – If you’re not sure of the meaning of a word, don’t use it. Start a program of learning a new word a day. Use it sometime in your conversations during the day.

Make eye contact – I know a person who is very competent in her job. However, when she speaks to individuals or groups, she does so with her eyes shut. When she opens them periodically, she stares off in a direction away from the listener. She is perceived as incompetent by those with whom she consults. One technique to help with this is to consciously look into one of the listener’s eyes and then move to the other. Going back and forth between the two (and I hope they only have two) makes your eyes appear to sparkle. Another trick is to imagine a letter “T” on the listener’s face with the cross bar being an imaginary line across the eye brows and the vertical line coming down the center of the nose. Keep your eyes scanning that “T” zone.

Use gestures – Make your whole body talk. Use smaller gestures for individuals and small groups. The gestures should get larger as the group that one is addressing increases in size.

Don’t send mixed messages – Make your words, gestures, facial expressions, tone, and message match. Disciplining an employee while smiling sends a mixed message and, therefore, is ineffective. If you have to deliver a negative message, make your words, facial expressions, and tone match the message

So Why Didn't We Shortlist You?

So Why Didn't We Shortlist You?

You didn’t seem to know which school or which job you were applying to

Your letter began “Dear Sir/Madam” - couldn’t you check on our documents the actual name of the head? And find out if it’s a male or a female?

You put the name of another school in your letter. “I am particularly interested in working in Eton College because…

”You send a photocopied letter with the name of our school hand-written in it.

You have little, or inaccurate, information about the school or area: “I wish to work in a vibrant, ethnically-diverse community such as Surrey” (That application was someone lazily using the same letter for every post, not bothering to see if it was relevant)

You apply for a job that is not on offer. “I am particularly interested in this Foundation Stage post”. Sorry, ours was KS2· 

 

You apply for too many jobs: “I have seen on the TES website that your school offers many employment opportunities, and would like to apply for the posts of Senior Teacher in the Junior School, Head of Physics, Head of Psychology and teacher of English in the Senior School”.

 

Mock ye not - I have seen this actual example! The letter continued: “Please send a ticket from Buenos Aires to London so that I can attend your interview at your earliest convenience”

You didn’t do as we asked you to

We asked for a supporting statement of no more than 2 sides A4, you sent one which was 4 sides long Or one which was two sides, but in a tiny, tiny font Or just one paragraph.

We asked for your experience in chronological order, most recent first, you started with your GCSE results.

You left parts of the form blank (“Please outline your contribution to extra-curricular activities: nothing?”) Or you just wrote in: “See CV”. 

We actually want the form filled in to enable us to compare easily 50 different candidates. If you cannot be bothered to take the information out of your CV, why should we go to that trouble? Bin it.

We needed the fax and e-mail numbers of your referees, so that we could contact them urgently for a reference. 

We were unsure whether to shortlist you or another candidate, you were Even-Stevens. But he gave all the details, whereas we would have had to ring up the school to get the missing information to get your reference. So we chose him, and binned you.You didn’t have your current head as a referee. 

We are required by Safer Recruiting Guidelines to get a reference from your current employer (or most recent if not teaching at present). For NQTs, a head from one of your TPs is fine.You didn’t seem to be trying very hard to impress us

Form completed in a scruffy fashion

No reference anywhere to the actual person/job spec that we sent you, so your application seemed to be something you were scattering around everywhere.

You leave gaps in your chronology. Were you in prison? We need to consider this possibility under Child Protection guidelines.

Your spelling, grammar and punctuation leave much to be desired.

You don’t give the head of your current school (PGCSE tutor for NQTs) as referees. Why not? We would have to contact your current head anyway under Safer Recruiting guidelines, so put him/her in

You were trying too hard to impress us

A CV beginning with your mission statement: “An educator seeking appointment in fast-paced demanding professional environment where I can utilise my skills, education and experience to groom myself”. What does this actually mean? And why do I care about your desire to groom yourself - I am looking for my advantage, not yours.

You haven’t got the right balance in your CV: too much about your early experience (“I was a form captain in Years 7, 8 and 10, and a school prefect in the sixth form”) and too little about your current contribution to the school where you are working now.

Your statement/letter is too full of jargon and waffle, and includes paragraphs on irrelevant points.

You tell us as great length how good it would be for you to work with us. But would it be good for us.

TYPES OF INTERVIEW

PRELIMINARY INTERVIEW: 

The aim of prelims is to eliminate the applicants who are obviously unqualified of jobs.These interviews are generally informal and unstructured and conducted even before the candidates fill in the application blanks. This is presenting more obvious facts and information.This enables the manager to quickly evaluate the interviewee on the basis of appearance and quality of communication.
Formal and structured Interview: This interview is based on through job analysis, which directs the flow of interview.The questions cover all pertinent facts.The same questions are asked to all candidates which helps in better evaluation.

UNSTRUCTURED INTERVIEW: 

No structured frames of questions.The more open ended questions. A candidate remained comfortable through out the interview.This tends to more subjectives.
Indepth Interview: This is more suitable in selecting the candidates for high end technology and high skill jobs. Experts in the relevant areas test the candidates ,knowledge and understanding of the subjects and assess his expertise.They determine suitability of candidates for the jobs in questions and based on these evaluation.

PANEL INTERVIEW: 

In this process, representatives from various departments get to meet and interview a candidates.This reduce the subjectivities involved in the one to one interview.
Group Interview :This method is resorted to when the number of applicants is high and time available for interviewing is short.This method is useful in while recruiting for entry level and junior management position.
Stress Interview: the objective is to test the applicants abilities to performs and deliver under stress.Interviewers put the interviewee under stress by repeatedly interrupting him, criticizing his answer,asking him unrelated questions or keeping quiet for long time after interviewee has finished talking.

* Psychometric Assessment :
This is standardized procedure to measure intelligences or aptitude or personality of aspirants. This is one of the important parts of selection process of many domestic and international organizations. This help employer to find best match of individual to occupation and working ambience. It should be standardized, reliable, predictive and non discriminatory. The information given by the candidates is checked by references after final decision taken and before offer is to made.This reference might have been work related (such as former supervisor or co worker) or they might have been personal (such as friend, clergy, or family members). In either case, to the extent that you could, you provided the organisation with a list of people who you believed would generally speak favourably about you.

* The Offer:
Once the candidates are evaluated and final decision is taken, then the offer letters is made which is formal, written and requires acceptance in writing.The objective of the offer letter is " we are pleased to select you for our esteemed organisation:
This is very common in hiring process .This is in fact mentioned in the clause in offer letter to the candidates , which says that the offer is conditional on the candidates being medically fit..

* The Orientation :
Orientation is process by which we introduce new employees to the organisation, their superiors, coworkers and job.The orientation process provides a foundation upon which new employees can build their skill and contribute to our efforts to providing responsive and effective services to the organisation.

Issues in Recruitment and Selection:

* Chances of failure increases in RPO (Recruitment process outsourcing):
The chances of failure will be high if the RPO do not understand the Vision and recruitment strategy of an organization.The entire success of organization depends upon people and their integrity towards employers. Better recruitment begets better results this is true in every aspects.

* Break down in collaboration with other organization in poaching.
Organisation could offer job to which they thought of valuable but it does not means poach and hunting 100% right perspectives.This spoil the goodwill of an organization to some extent.The organization might practice Coordinate Recruitment.

* Competition driving up salary to unrealistic level.
This is common in today's scenario of fierce competition.
Authenticity of resume is questionable in this stiff competitive world. Prospective employers are using track methodology to judge reliablility of the content by references, educational qualification, talking to candidates over phone, previous employer reputation etc.

* Internet and PC savvy:
This is obstacle in popularizing e recruitment, but rate of enhancement in PC penetration is our country is quite high so in near future we donot take it as challenges. Lets we have to set modus operandi for online recruitment which will guide prospective employers and aspirants/jobseekers both. 

* Face to Face interview, meet the candidates in person:
Technologies have created impact on every function of an organisation and Recruitment and Selection is not an exception. An employer prefers to contact or interact people to feel and understand would be HR asset for them. This will help the organisation to manage expectation of would in best possible manner.

* Inbreeding ,nepotism and old boy's network:

Demonstrate Your Problem-Solving Skills in the Interview

Demonstrate Your Problem-Solving Skills in the Interview

Succeeding at an interview is often more of an art than a science. While your experience, education, and other qualifications play a significant role in the hiring decision, the hire is still very much based on the personal opinion of the interviewer. He or she will make a decision about whether to hire you based not only on your qualifications, but also on whether your personality will fit in at their company. Often the interviewer's instinct decides who will get the job offer.

I don't suggest you try to obtain a personality transplant to succeed in an interview. If you really won't fit in at a particular company, you don't want to work there. But what you can do is be personable and professional. Smile, look the interviewer in the eye, and engage in a two-way conversation. Listen carefully, respond thoughtfully, and don't digress into personal details.

Interviewers need to be convinced that you will be able to fix their problems and help their company achieve its goals. One of the best ways to answer interview questions is to use your career success stories. Career success stories are tales of the defining moments in your career when you overcame significant challenges to succeed. These stories create a memorable impression and give the listener anecdotes about you that identify your ability to handle the tasks at hand, solve complex problems and provide a solution.

Personal anecdotes demonstrate your unique ability to solve problems. When you tell success stories, you illustrate how you went about handling a difficult situation at work. Here's the idea -- at some point in your career, you were faced with what seemed to be an insurmountable problem. If the problem continued, there would have been severe consequences. Rather than sit back and watch things fall apart, you took initiative and implemented a plan to solve the problem and bring about a positive result.

For each appropriate interview question, relate it to a similar situation earlier in your career, talk briefly about how you handled it, and highlight the results. These stories demonstrate to the interviewer that you have specific experience in dealing with similar situations.
For example, let's say you were asked in an interview, "How do you deal with high-pressure situations?"
You could simply answer: "I'm very good when faced with high-pressure situations. I dealt with them all the time at my last job."However, this response doesn't do much to convince the interviewer of your abilities. 

Use a career success story instead: 

"I'll give you an example. 

I was leading a team of national account sales reps in the fourth quarter of the year. We were in the running to be the top sales team in the country in our organization. Prior to the fourth quarter, we hadn't even made the top 10. Our sales were good, but we wanted to finish the year as No. 1. I organized and led a sales-planning retreat to motivate my team to accomplish three things: 

First, we identified each of our prospects and determined exactly what we could close before the end of the quarter. 

Second, I had each rep -- with the assistance of his or her support team -- lay out a tactical plan for winning that business prior to the year's end. 

Third, I asked each rep to make a specific sales commitment with support from their team. The bottom line was that we not only surpassed our overall sales plan, we blew away the competition. Every sales rep hit his or her goal, some topping it by 75 to 100 percent. As a result, our sales-team production exceeded 250 percent of the target and we were recognized as the top team in the nation. As our award, my team joined the company's top executives on a five-day trip to Paris."

The key to any interview, particularly if it's for a new field or new job, is to make the connection between your unique abilities and related situations in the new field through your success stories. Although it may be a new industry or job you are pursuing, there are many similarities to the day-to-day challenges and opportunities. Your career success stories bridge the gap.

Few Select Interview Questions

Few Select Interview Questions in Job Interviews

Why have you selected to join us?

I always longed to work with a company. I am familiar and whose products I have used and trusted.(Narrate briefly how you can prove your statement. Do good research on the company before facing the interview)

Where do you want to be in 5 years?

I would like to be frank. Judge me from the work and I am sure you will put me right where I want to be.

Note : Do not over ambitious and speak in a way that you are not satisfied with your current job which you have applied for.

Describe your ideal career?

Talk of what you enjoy most your skills and natural talents. Do not specify your goal and any job title.

Tell me something about yourself.

Do not just repeat what you have given in your resume. Be ready with the answer, a talent or something you did out of the ordinary. You can sound it as unique or give it a touch of your personality.

How did you apply for the job?

Be specific and give a straight answer of how you came to know about the vacancy. If it was advertised specify how you came across it.

Why do you want to work here?

Have a research done about the company / organizationGive just one or two reasons why you are interested. You can add these points (1) company's reputation(2) desire to join the specific field of interest.