How to get ready for job interview in Ethiopia

Dress and Communicate for the Occasion: Dress has a lot to do with the first impressions an interviewer and How to get ready for job interview in Ethiopia, You-and first impressions count. One study found that when a negative impression was created during the first five minutes of the interview, applicants were faced not hired go percent of the time; however, when a positive impression was created in the first five minutes, applicants were hired 75% of the time.

 

Another study found that interviewers tend to hire people who dress in the interviewers’ images.  In you are poorly groomed, there is a good chance that the prospective employer will view you as a person with a low self-concept-a person unable to function effectively in the position being discussed. In addition, nonverbal behaviors affect the result.

 

Good non-verbal behaviors include: –

  • direct eye contact
  • high energy level
  • smile
  • Smooth delivery

Poor-non -verbal behaviors include

  • very little eye contact
  • low energy level
  • non fluent delivery
  • few smile

Besides, another study compared successful and unsuccessful interviewees.  The successful interviewees were more likely to

  • Speak rapidly and forcefully
  • Gesture and smile often
  • Look directly at the interviewer
  • Nod their heads in a positive manner
  • Lean forward while maintaining natural, comfortable postures.

 

Be prepared for any type of Interviewer

You cannot always predict what type of interviewer you will see.  Normally, you can expect one or a combination of the following three types

 

  1. The non structured interviewer

This interviewer usually expects you to take most of the initiative during the interview.  Expect him to ash open-end questions, such as “Tell me about yourself?” or “will you please tell me why you feel qualified for this position?”

 

In order to respond effectively, you must anticipate possible questions and carefully think through your responses in advance.  Think of what you want to say; jot down the major points if you wish.

 

  1. The Structured interviewer

The structured interviewer plans everything in advance and gives you little, if any, opportunity to be creative in your responses. He usually asks closed and direct question and wants specific, to-the -point answers

 

  • The judgmental interviewer

On rare occasions you may find an interviewer who seems to delight in constantly evaluating the interviewee, often with belittling and embarrassing comments or questions and subtle, non-verbal signals.  Usually such interviewer has low self-esteem or sees the interviewee as threatening, a polite question or remark, such as “why do you ask?” or “Thank you, but I do not wish to respond to that statement.” is the best way to respond to this type of person,

 

Carefully plan Answers to Probable Questions

 

Research suggests that, when answering questions, successful job applicants:

  • Make frequent use of technical jargon
  • Use active, positive., and concrete Language
  • Support answers with specific examples, comparisons, illustrations, and statistics taken from personal experience, co-workers…
  • use humor when appropriate
  • Describe job weaknesses or physical handicaps in a positive manner.

 

Anticipate interviewer questions, plan your answer and practice those answers aloud

 

The most typically asked “tough” questions are

  1. tell me about yourself
  2. What do you know about our company?
  3. What type of job are you looking for?
  4. Why do you want to leave your current job?

 

Responsibilities of the interviewer

  1. Communicate with the interviewer prior to the interview: Make certain you have informed the interviewee where and when the interview is to take place.
  1. Plan the Environment: Plan initial communication with employment interviewer carefully. The initial contact may take the form of a letter, a resume, or a phone conversation.

 

However, before contacting the potential interviewer by any of these methods, find out as much as you can about the firm(s) to which you are applying.

 

  1. Persuasive:

While they are not always labeled interviews, many types of persuasive communication fit our definition (for interview). They are two party conversations in which the interviewer’s goal is to change the behavior or thinking of the respondent.

 

The most common persuasive goal involves selling something, usually a product or service. Sometimes the “product” is non-commercial: support for a political candidate or a charitable donation, for example.

 

It still other cases, the product is the interviewer himself or herself, as when the subject asks for a raise, increased responsibility, or a change in working conditions.  Selection interviews, in which a candidate seeks to be hired or promoted, are obviously persuasive in nature.

 

  1. Sales:

Interviewer attempts to influence respondent’s attitude and ultimately his or her behavior.

E.g. Sales representative explains benefits of product to potential buyer.

 

  1. Selection:

Interviewer and respondent exchange information on which an employment decision will be based. E.g. Campus recruiter meets with graduating students.  

  1. Problem solving

The term problem carries the connotation of crisis, of something being, seriously wrong. Many crises do call for interviews, sometimes to correct or reprimand an employee, or to hear a worker’s grievances.

 

Other problems, however, can be viewed as opportunities. How can we reach new customers? Should we buy or lease the new equipment? How can we boost morale and productivity? Questions of improvement like these can be the subject of problem solving interviews. Whether there involve crises or opportunities, problem-solving interviews fall into three categories.

  1. Some involve the respondent’s behaviors; interviews in its group include appraisal, review, discipline and counseling.
  2. Other focus on the interview’s behavior. This category includes grievance, complaint, and suggestion interviews.
  3. A final category involves mutual concerns of interview and respond. These are the opportunity related interviews.

 

  1. Task related

Interviewer and respondents attempts to identify causes of problem and together seek possible solutions. For example, a manager and his assistant meet to discuss and solve production delays.

 

  1. Conflict resolution

Two competing people or groups explore their problems and attitudes. The goal is to bring the two parties closer together, cause adjustments in perceptions and attitudes, and crate a more productive climate.

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