We know that an interview is a one-on-one discussion, and the Group Discussion is many-on-many discussion. If the many-on-many discussion is not managed to make it one-on-many, the results are less than stellar. Sometimes the group discussion is moderated (for example, in news programs on television) and sometimes it is not moderated (for example, in jury deliberations, in class team projects).
The advantage of a moderated group discussion is that the participant knows what to talk about and when to talk about it - obviously, when prompted by the moderator. The challenge to the participant is to know the subject matter thoroughly and be articulate in responding to questions and arguments. One must become a good listener and be able to support or rebut the arguments from others in the group. Thus, preparation for the participant involves learning the subject matter, anticipating as many questions and arguments as possible. Acquiring content knowledge is a necessary step but not a sufficient step. You have to practice applying the knowledge to various real and imaginary situations/scenarios. It is the combination of acquisition and application of knowledge that is paramount.
Group discussions, that are not moderated, pose additional challenges. In additional to subject knowledge, one also has to be careful about what to say and when to say it. In such a discussion, just as in jury deliberations, a quasi-leader (that is, moderator) often emerges as the discussion progresses. So what are the appropriate rules of engagement in a group discussion? Since only one person may emerge as the group leader, and that too only after the discussion progresses, here are some guidelines that may be helpful to all participants.
Guidelines for Non-Moderated Group Discussions
1. Stay focused on the topic. You share the responsibility to make the group as productive as possible. Do not go off on tangents, and if someone else does, try to bring the discussion back on track.
2. Talk only when you have something useful to say. Avoid the waste of "air time." Just because one talks a lot does not mean one contributes a lot. Strike a careful balance between the quantity and quality of talk. Your speaking contribution should either move the discussion forward or change the direction of the discussion.
3. Listen, Listen Listen. Do not get caught up with what great things you can say. Recognize other people's contribution, before you expect them to recognize yours. Continuity of discussion, and thus progress, can be achieved only when participants "build on" other's contributions. It does not mean you have to accept what others say - challenge that by all means, if necessary - but listen first.
4. One at a time, please! Only one person should talk at any time, while all others listen carefully.
5. No side meetings. Do not talk to others, outloud or whispering softly, when someone is talking to the group. If you have questions or comments, ask the group.
6. Be polite, yet confident. No matter how right you think you are, others' ideas at least deserve due consideration. Never utter phrases such as: "You are wrong!" "That is so stupid!" "Dumbest thing I have ever heard!" - even when you are 100% sure. Present an alternative way of looking at the situation and let the group support the right path forward.
7. Strive to become the group leader, BUT within reason. Sure, being unofficially recognized by your peers in the group shows your leadership qualities. Only one person can become that. Typically, the group consensus emerges over time. One does not need to be labeled a leader explicitly to acquire and discharge the expected role. Most often, the group, through its behavior, implicitly grants the role without verbally articulating it.
8. Leader, DON'T push it. Remember, the group had elected you, whether implicitly or explicitly, the leader/moderator. The group expects you to be fair to all participants while making progress. Give everybody a fair chance to speak. Do not let anyone dominate the air time. Draw out people who are quiet. Make it a dynamic group.
Since you would be in an assessment environment, you will be observed for not only what you contribute but also on how and when you contribute.
One more item. Group discussions are typically on a topic or on a scenario. You may not know the topic or scenario until the discussion is actually set to begin. Acquire content knowledge for all potential areas. As mentioned early, it the application of the acquired knowledge that would prove useful. Practice, Practice, Practice
Tips on interviews and Group Discussions
1. In a group discussion what should my objectives be and how should I achieve them?
2. Is it wise to take a strong stand either in favour or against the topic right at the start of a Group Discussion ?
3. Is it a good strategy to try and be the first speaker on the topic in a GD?
4. In an interview how does one handle the question "Tell us about yourself?".
5. Is it better to have a longer selection interview or a shorter one?
6. In the MBA entrance interview how do I justify my decision to pursue the MBA programme?
In a group discussion what should my objectives be and how should I achieve them?
In order to succeed at any unstructured group discussion, you must define what your objective in the group is. A good definition of your objective is - to be seen to have contributed meaningfully in an attempt to achieve the right consensus.
The key words in this definition are 'seen', 'meaningfully', and 'attempt'. Let us understand what each of these imply in terms of action points :
The first implication is that merely making a meaningful contribution in an attempt to achieve consensus is not enough. You have to be seen by the evaluator to have made a meaningful contribution in an attempt to build the right consensus.
In other words you must ensure that you are heard by the group. If the group hears you so will the evaluator. You must get at least some airtime. If you are not a very assertive person you will have to simply learn to be assertive for those 15 minutes. If you get cowed down easily in an aggressive group, you can say goodbye to the business school admission.
Many GD participants often complain that they did not get a chance to speak. The fact of the matter is that in no GD do you get a chance to speak. You have to make your chances.
The second important implication is that making just any sort of contribution is not enough. Your contribution has to be meaningful.
A meaningful contribution suggests that you have a good knowledge base, are able to structure arguments logically and are a good communicator. These are qualities that are desired by all evaluators.
Many GD participants feel that the way to succeed in a GD is by speaking frequently, for a long time and loudly. This is not true. The quality of what you say is more important than the quantity. Don't be demoralized if you feel you have not spoken enough. If you have spoken sense and have been heard, even if only for a short time, it is usually good enough. You must have substance in your arguments. Therefore, think things through carefully.
Always enter the room with a piece of paper and a pen. In the first two minutes jot down as many ideas as you can. It pays to think laterally. Everybody else will state the obvious. Can you state something different? Can you take the group ahead if it is stuck at one point? Can you take it in a fresh and more relevant direction? You may like to dissect the topic and go into the underlying causes or into the results.
One way of deciding what sort of contribution is meaningful at what point of time is to follow two simple rules. First, in times of chaos a person who restores order to the group is appreciated. Your level of participation in a fish market kind of scenario can be low, but your degree of influence must never be low. In other words you must make positive contributions every time you speak and not speak for the sake of speaking. The second rule is applicable when the group is floundering. In this situation a person who provides a fresh direction to the group is given credit.
The third implication is that you must be clearly seen to be attempting to build a consensus. Nobody expects a group of ten people, all with different points of view on a controversial subject to actually achieve a consensus. But did you make the attempt to build a consensus?
The reason why an attempt to build a consensus is important is because in most work situations you will have to work with people in a team, accept joint responsibilities and take decisions as a group. You must demonstrate the fact that you are capable and inclined to work as part of a team.
What are the ways that you can try to build consensus?
First, you must not just talk, you should also listen. You must realize that other people also may have valid points to make. You should not only try to persuade other people to your point of view, but also come across as a person who has an open mind and appreciates the valid points of others.
You must try and resolve contradictions and arguments of others in the group. You must synthesize arguments and try and achieve a unified position in the group. Try to think of the various arguments of your's and others' as parts of a jigsaw puzzle or as building blocks of a larger argument for or against the topic.
Try and lay down the boundaries or the area of the discussion at the beginning. Discuss what the group should discuss before actually beginning your discussion. This will at least ensure that everyone is talking about the same thing.
Try and summarize the discussion at the end. In the summary do not merely restate your point of view; also accommodate dissenting viewpoints. If the group did not reach a consensus, say so in your summary.
You must carry people with you. So do not get emotional, shout, invade other people's private space. Do not bang your fist on the table except in extreme circumstances.
If you have spoken and you notice that someone else has tried to enter the discussion on a number of occasions and has not had the chance to do so maybe you could give him a chance the next time he tries. But do not offer a chance to anyone who is not trying to speak. He may not have anything to say at that point and you will just end up looking foolish.
The surest way of antagonizing others in the GD as well as the examiner is to appoint yourself as a de facto chairperson of the group. Do not try to impose a system whereby everyone gets a chance to speak in turn. A GD is meant to be a free flowing discussion. Let it proceed naturally. Do not ever try to take a vote on the topic. A vote is no substitute for discussion.
Do not address only one or two persons when speaking. Maintain eye contact with as many members of the group as possible. This will involve others in what you are saying and increase your chances of carrying them with you. Do this even if you are answering a specific point raised by one person.
One last point. You must not agree with another participant in the group merely for the sake of achieving consensus. If you disagree, say so. You are not there to attempt to build just any consensus. You have to attempt to build the right consensus.
Is it wise to take a strong stand either in favour or against the topic right at the start of a Group Discussion ?
In theory yes. If you believe something why shouldn't you say so? If we are convinced about something our natural response is to say so emphatically.
However in practice what is likely to happen if you take a very strong and dogged stance right at the beginning of the interview is that you will antagonise the people in the group who disagree with you and will be unable to carry them with you and convince them of the validity of your argument. We therefore recommend that after you hear the topic you think about it for a minute with an open mind and note down the major issues that come to your mind. Don't jump to any conclusions. Instead arrive at a stand in your own mind after examining all the issues in a balanced manner. Only then begin to speak. And when you do so outline the major issues first and only then state your stand. In other words give the justification first and the stand later. If you were to state your stand first chances are that the others in the group who disagree with your stand will interrupt to contradict you before you can elaborate on the reasons why you have taken that stance. In this situation the evaluator will only get an impression of what you think and not how you think. Remember you are being evaluated on how you think and not what you think.
Is it a good strategy to try and be the first speaker on the topic in a GD?
In most GD's the opening speaker is the person who is likely to get the maximum uninterrupted airtime. The reason is simple - at the start most other participants in the GD are still trying to understand the basic issues in the topic, or are too nervous to speak and are waiting for someone else to start. Therefore the evaluators get the best chance to observe the opening speaker. Now this is a double edged sword. If the opening speaker talks sense naturally he will get credit because he opened and took the group in the right direction. If on the other hand the first speaker doesn't have too much sense to say, he will attract the undivided attention of the evaluators to his shortcomings. He will be marked as a person who speaks without thinking merely for the sake of speaking. As someone who leads the group in the wrong direction and does not make a positive contribution to the group.
So remember speaking first is a high risk high return strategy. It can make or mar your GD performance depending how you handle it. Speak first only if you have something sensible to say. Otherwise keep shut and let someone else start.
In an interview how does one handle the question "Tell us about yourself?".
An often asked opening question. Perhaps the most frequently asked question across interviews. Your opening statement needs to be a summary of your goals, overall professional capabilities, achievements, background (educational and family), strengths, professional objectives and anything about your personality that is relevant and interesting. This question represents an opportunity to lead the interviewer in the direction you want him to go e.g., your speciality or whatever else you may wish to highlight.
Your intention should be to try to subtly convince the interviewers that you are a good candidate, you have proved that in the past, and have a personality that fits the requirement.
Remember that the first impression you create will go a long way in the ultimate selection. Keep in mind, most candidates who are asked this question just blurt out their schooling, college, marks and qualifications. All this is already there in the CV. Why tell the interviewer something he already knows?
A final word on approaching this question. Once you have said what you have to say - shut up. Don't drone on for the sake of speaking for you just might say something foolish. Sometimes interviewers don't interrupt in order to give the candidate the impression that he has not spoken enough. This is just a stress inducing tactic. Don't fall for it, if you feel you have spoken enough. In case the pause gets too awkward for you just add something like, "Is there something specific that you wish to know about me?"
Is it better to have a longer selection interview or a shorter one?
The length of an interview in no way is an indicator of how well an interview went. This is especially so when there are a number of candidates to be interviewed for example in the civil services interview or the MBA entrance interview. In the past a number of candidates have reported varying lengths of interviews. Nothing positive or negative should be read into this. An interview is only a device whereby the panel seeks information about the candidate. Information that will help the panel decide whether or not the candidate should be selected. If the panel feels that it has gathered enough information about the candidate in 15 minutes of the interview commencing and that it has no further questions to ask the interview will be terminated in 15 minutes. If on the other hand the panel takes an hour to gather the information required to take a decision the interview will last for an hour. In either case the decision could be positive or negative. It is a fallacy to believe that interview panels take longer interviews of candidates whom they are more interested in. No panel likes to waste its time. If an interview is lasting longer than usual then it only means that the panel is seeking more information about the candidate in order to take a decision.
In the MBA entrance interview how do I justify my decision to pursue the MBA programme?
When you are asked this for God's sake don't tell the panel that you are looking for a "challenging job in a good firm with lots of money, status and glamour". That is the first answer that most candidates think of. Unfortunately it is the last answer that will get you admission. In the answer to a direct question on this subject you must convey to the interview panel that you have made a rational and informed decision about your career choice and your intended course of higher study. There are broadly six areas which your answer could touch upon :
Career Objectives : You could talk about your career objectives and how the two year MBA programme will help you achieve them. This implies that you have a clear idea of what your career objectives are and how you wish to achieve them. For example you may want to be an entrepreneur and wish to set up your independent enterprise after doing your MBA and then working for a few years in a professionally managed company. You could explain to the panel that the MBA programme will provide you with the necessary inputs to help you run your business enterprise better. But then you must be clear about what the inputs you will receive in the MBA programme are.
Value Addition : That brings us to the second area that your answer should touch upon. What is the value you will add to yourself during your two year study of management. Value addition will essentially be in two forms knowledge and skills. Knowledge of the various areas of management e.g. marketing, finance, systems, HRD etc. and skills of analysis and communication. You will find it useful to talk to a few people who are either doing their MBA or have already done it. They will be able to give you a more detailed idea of what they gained from their MBA.
Background : Remember, there must be no inconsistency between your proposed study of management and your past subject of study or your past work experience. If you have studied commerce in college then management is a natural course of higher studies. If you are an engineer this is a tricky area. You must never say that by pursuing a career in management you will be wasting your engineering degree. Try and say that the MBA course and your engineering degree will help you do your job better in the company that you will join. But then you should be able to justify how your engineering qualification will help.
Opportunities and Rewards : You could also at this stage mention the opportunities that are opening up in organizations for management graduates. Highlight with examples. At the end you may mention that while monetary rewards are not everything they are also important and MBAs do get paid well. You must not mention these reasons as your primary motivators even if that may be the case.
Reasons for employing a GD
• Value for time
GD helps in forming an opinion about a large number of candidates in a short period of time on a common platform.
• Skills assessment
GD helps in assessing certain skills that cannot be evaluated even in a personal interview (leave alone the written application form etc.). These skills include team membership, leadership skills, listening and articulation skills etc.
What is checked in a GD
All that one observes in a GD can be categorized into two broad areas: - The Content and the Process.
• The content is all about 'what' or the 'matter' spoken in the GD. Whereas, the process refers to the 'how', 'when' and 'why' of the GD.
• Both are equally important and need adequate attention at all stages.
• High quality contribution by one with no regard to the 'process' is as suicidal as another's contribution, which is high on packaging with little content.
Critical Success Factors in a GD
• Cognitive skills or knowledge
The most important aspect of your contribution to a GD is the Quality of Content (QOC), which is reflected in the points you speak and knowledge of the relevant subject you have, the supportive examples you give and data you generated etc.
• Comprehension of core idea
It is essential to deliver a high quality content. But to do that , you should speak on the topic and not deviate. It is checked whether you have identified the crux of the problem or not and whether the solutions you are offering is relevant to the problem or not.
• Logical reasoning
It includes understanding the topic, generating quality arguments, analysis and a progressive approach to a justifiable conclusion. This is one of the necessary attributes to be seen in an influential participant. Such people convey an impression of open minded and logic driven rather than that of an opinionated individual.
• Behavioural and Personality Skills
This includes certain attributes like rapport building, team membership, participation, patience, assertion and accommodation, amenability, leadership etc,. that are assessed during a GD.
• Communication Skills
You should be able to articulate your thoughts properly and you should also be able to understand what others are trying to tell you.
• Clarity of thought
In whatever you are articulating, are you following logical sequence/ order or is that you are presenting the points in some bits and pieces.
• Body Language and Eye Contact
These are some tools which check your level of confidence and whether you can work together effectively in group or not.
Types of Group Discussions
• Structured (or Default) GD
1. A structured GD is one that is most commonly used.
2. The group is given a topic for discussion with 10 to 20 minutes for discussion. The topic can be anything going under the sun.
3. There is no leader appointed for the group and the brief may or may not include anything but the topic for discussion. Here the topic of discussion is clearly defined and students know what is the objective of discussion.
• Unstructured GD
1. Unstructuredness can be built into a discussion wherein no clear instructions are given. So first of all, the students have to decide as to what is to be done.
2. The panel expects the group to achieve some objective(s) during the course or by the end of the GD, but here the objectives are to be decided by the group itself and not given by the observer.
These might include tasks such as choosing the topic for discussion, appointing the leader or a chairman etc.
The Interview
An interview is a face-to-face meeting, especially for the purpose of obtaining a statement or for assessing the qualities of a candidate.
An interview tries to obtain a statement or opinion, as is done for e.g. when film stars are interviewed to get their views on any particular role, or when the Prime Minister is interviewed to get statement on the result of his discussion with another political leader. So as a student going for interviews of management schools, we need to understand the various topics of general interest in details and should be able to discuss them intelligently.
Another purpose of the interview is to assess a person on various personal attributes like honesty, integrity, communication skills, ability to handle pressure, ability to plan for oneself, etc.
Must to do before an Interview
• Learn about the Institute
• Refresher on the subjects of you graduation or of general interest.
Tips for the Interview
1. Entering the room
o Prior to opening the door, adjust your attire so that it falls well.
o If the members of the interview board want to shake hands then offer a firm grip maintaining eye contact and a smile.
o Seek permission to sit down.
o Diffuse the tense situation with a light-hearted humour and immediately set a rapport with the interviewers.
2. Lead the Interview
o A good interviewee would be quick to settle and begin to lead the interviewers.
3. Enthusiasm
o The interviewer normally pays more attention if you display an enthusiasm in whatever you say.
o You should maintain a cheerful disposition throughout the interview i.e. a pleasant countenance holds the interviewers interest.
4. Be Brief
5. Don't Bluff - be honest
6. Humor- humor tends to break the monotony and puts every one at ease and also generates interest
and enthusiasm.
7. Interviewer fatigue
o Mostly interviews are conducted the whole day leading to fatigued minds.
o A little humour as a starter will ease the fatigued minds. However, if you do not have the knack of humour, it is better not to get into it.
o You must be proactive in offering information about yourself as the interviewers will be willing listeners.
8. Be well mannered: show courtesy
9. Avoid slang
10. Be poised
11. Ask Question, if necessary
12. Eye Contact- maintain good eye contact with the persons interviewing you.
13. Listen carefully and answer to the point.
14. Be natural, do not pretend that you are somebody else.
Preparing for tests, group discussions and interviews
Interviews usually consist of one or more of the following tests:
• Aptitude test
• Technical test
• Group discussion
• Psychological test
• Personal interview
• Technical interview
Some useful tips/checklists for each stage are given below.
Aptitude test
Most aptitude tests for software professionals check for quantitative, reasoning and verbal abilities. They will usually be multiple choice type question papers.
Reading up mathematics textbooks and dictionaries just before the test will not help much. These abilities are cultivated over a long period of time - most questions are based on what you studied in high school.
Practice tests can help a lot. Get hold of a few practice tests and do them 2-3 days before the actual test.
Don't panic on the day of the test - you will do your best if you are not worried. Aim at achieving as much as you did in the practice tests.
Try to finish as many questions as possible, if you are stuck on a difficult problem - leave it aside and proceed to the next one.
Technical test
Technical tests will examine your ability in your skill area. They would usually be for about 2 hours.
Tests will test your fundamentals in the skill area, some of the questions will be quite tricky. Try to get a good book in the subject area and refresh your fundamentals.
Practice tests can help a lot. Get hold of a few practice tests and do them 2-3 days before the actual test.
Don't panic on the day of the test - you will do your best if you are not worried. Aim at achieving as much as you did in the practice tests
Try to finish as many questions as possible, if you are stuck on a difficult problem - leave it aside and proceed to the next one.
Group discussion
Group discussions are meant to judge your communication and interpersonal abilities. The observers will be looking for verbal and non-verbal skills, clarity of thought, leadership abilities and other interpersonal skills. Usually a current topic will be taken up and a group of 8-12 people will be asked to discuss the topic.
There is no need to prepare on specific topics. If you read the newspapers - it should be enough.
You do not have to be the first to speak out to be noticed. It is often better for someone else to begin the discussion. However, if you are very well informed on the topic it might be a good idea to set the ball rolling.
Listen carefully to what others are saying. It is a good idea to quote others when you speak while supporting, building or even criticising them. Be natural and talk normally and be yourself - it always gives the best results.
Psychological test
Psychological tests are used to mainly determine your personal attributes. They will usually be multiple choice type question papers.
There are no right or wrong answers to psychological tests - it is your opinion!
Avoid trying to fool tests, they are usually designed to ask the same questions in different ways again and again. If you are manipulating, the results will show inconsistencies and the observer might choose to ignore the test or administer another test.
Personal interview
Personal interviews are usually conducted by Human Resources professionals. They will be trying to understand you as a person and your motivation for joining the company.
"Tell us something about yourself" is perhaps the most common first question asked in non-technical interviews. It might be a good idea to prepare a brief opening statement and be ready for the question. It will be a good idea to mention your education, jobs and interest in applying in your opening statement.
Interviewers will often have gone through your resume in detail, be prepared to explain any statement made in your resume.
Answer all questions directly and honestly, it is not a trial!
Don't try to mask all your weaknesses - all human beings have them and so does the person interviewing you.
"Why do you want to change a job" is another common question, be prepared for it. Honestly answer the question, if you are trying to get a better salary - say so. The lesser you conceal your motives - the easier it will be for the interviewer to make a decision. Keeping the interviewer in suspense will only lead to a postponement in decision - not a favourable decision.
Appearance is important - dress formally or as you will usually for an important occasion.
Appear at least 10 minutes before the interview. It makes a good impression and you also get some time to get used to the surroundings.
Technical interview
Technical interviews are usually conducted by a senior technical professional - usually the senior most in your functional area. It will aim at assessing your technical abilities.
Technical interviewers will often have gone through your resume in detail. They will ask you specific questions on the skills claimed by you and details of your projects.
If your claimed skills do not match your work experience - the interviewer will be confused and will ask you a question such as "Which area are you most confident in? ". Answer "Which area are you most confident in ?" honestly and back up by saying why you feel confident about it.
Sometimes the interviewer may not have had the time to go through your experience and skills and may still ask "Which area are you most confident in ?". In that case, draw his attention to the skill area mentioned which you are most proficient in and the most relevant project carried out by using that skill.
If you do not have the right answer to something -say so. No person knows everything ! You are expected to answer most of the questions - not all.
Usually, the technical interviewer will begin with simple questions and proceed to more complex ones. Be sure you get the first few right - otherwise the interview will get terminated very soon!
Technical and personal interviews may be carried out simultaneously by a panel. Try to speak more to the interviewer you are confident with - it will give you a support quarter in the panel.
There may be several round of interviews ending with the CEO of the company. The final interview will be to merely confirm your selection, however, sometimes the CEO may make an exception. Be prepared, don't be over confident.
GUIDE TO THE PREPARATION AND CONDUCT OF GROUP INTERVIEWS
Basic Principles
Advantages / Disavantages
Basic Rules and Conditions to Observe
• Selection of Participants
• Choosing a Moderator
• Structure
• Organization and Conduct of an Interview
• Key Elements of Moderation
BASIC PRINCIPLES
Group interview is an effective information collection technique if used with small groups. The more homogeneous the persons selected for a discussion group the more successful the exercise is likely to be.
CONTEXTS IN WHICH GROUP INTERVIEWS CAN BE USED
The group interview is one means of collecting information. It is very different from such forms of information collection as the questionnaire which we designed to identify opinion trends in a large population. The group interview is particularly useful in the following three circumstances:
1) in evaluation planning, in order to define the issues and identify key questions with as little room for doubt as possible;
2) when analyzing data collected by elaborate and sophisticated survey methods in order to confirm and further investigate the conclusions drawn from the analysis;
3) as a quick means of clarifying a situation or of getting more information in order to answer questions raised by decision-makers; it is therefore particularly useful in programme or activity planning.
Conferences and seminars bringing together large numbers of people with the same interests, occupation or skills are occasions on which the group interview technique can be used quickly and at relatively moderate cost.
When this technique is used for a sufficiently large number of small groups to constitute a representative sample of a given population, it may be considered that the information obtained is correct; caution should, however, be exercised before making generalizations from the conclusions drawn. In any case, one group alone should never be considered enough to cover one particular subject adequately.
ADVANTAGES DISADVANTAGES
• Quickly organized and implemented.
• Moderate cost in comparison with other in-depth survey techniques.
• More opinions, behavioural attitudes and feelings about particular subjects collected than by any other survey method.
• The information obtained is extremely precise and very detailed.
• Interactions and influences among the persons concerned by a specific programme or activity are revealed.
• Factors of agreement or disagreement are identified.
• The evaluator can analyze replies, explore particular subjects and bring out unsuspected facts; great flexibility in the way questions are asked. • Difficult to direct and control the discussion.
• Difficult to ensure homogeneity if there are several groups.
• The information obtained cannot really be generalized and is difficult to analyze.
• Highlights strongly biased and often contradictory opinions; a person with a strong personality can dominate the discussion.
• It is difficult to select persons and bring them together as a group in a place suitable for the interview.
Basic Rules and Conditions to Observe
If group interviews are to be effective and useful, several factors must be taken into account when they are being prepared and in progress. These factors must be combined to make the discussion as open as possible and produce as much information as possible on a given subject.
Selection of participants
The main factor in selecting the members of the discussion group is knowledge of a given subject. An attempt must also be made to form a homogeneous group in which differences such as social and economic level, age and sex will not make group members feel ill-at-ease and prevent them from concentrating on the topic. One may form several groups which are homogeneous as individual units but slightly heterogeneous in relation to each other. But as a rule one should try to select for group interviews people who have very much the same experience, knowledge and occupation.
Participants may be selected for a discussion group at random from a body of people such as participants in a conference, for example. The following criteria may be used to select the participants:
- knowledge of the field and subject to be discussed;
- homogeneity at the professional level;
- similar social and economic contexts;
- same age group; etc.
The number of participants must be small enough (minimum of four) to allow each person to speak, and big enough (maximum of ten) for a variety of opinions to be obtained.
There are three main stages in the process of selecting participants for a discussion group:
1) The first stage is to compile a list of persons who seem at first sight to meet the selection criteria.
The proportion of persons who really meet the selection criteria varies considerably depending on the fields covered by the discussion and the circles from which individuals are selected. In general, a basic list of about three times more than the number of people required should be drawn up. A list of conference participants is often a ready-made basis of selection as the event itself is a homogenizing factor.
2) The second stage is to get in touch with those persons to find out if they really are familiar with the topic and meet the criterion of homogeneity, and then if they would agree to participate in a discussion group.
This selection should preferably be done by telephone, systematically, using a contact sheet. It is complicated, difficult and very slow to contact and select people by mail, and interaction enabling decisions regarding the participation of each person contacted to be made quickly is impossible. Fax reduces the difficulties and delays and permits sufficiently rapid interaction, but remains nonetheless a difficult medium. If one wishes to take advantage of a conference, the participants may also be selected at the venue of the conference itself, while it is in progress; but this requires planning. It is therefore necessary to determine beforehand when and how the participants will be contacted during the conference (short questionnaire to be distributed, brief announcement during a plenary meeting, etc. ), the times when the interviews will be held, and the physical space required.
3) The third stage is to confirm the venue, date and time of the interview with those persons who have agreed to participate in a group discussion.
This confirmation is generally given in writing. In a conference setting, direct contact is important when inviting the persons selected. When possible, it may be very helpful to include the group interviews in the planning of the conference. That means getting in touch with potential participants, making a selection and informing the persons selected of the date and venue of the interviews well before the conference is held. This planning may even include budgetary provisions to allow the persons selected to extend their stay if the interviews are to be held outside the formal framework of the conference.
Example of a contact sheet used in contacting and selecting participants:
__________________________________________________________________
Particulars of person contacted:
Name:
Telephone N°:
Address:
Date:
Introduction of interviewer:
Hello, my name is...
I work at (organization or administrative division, etc. )
Presentation of the subject:
I am doing a survey on (e. g.: results obtained in technical and vocational
education projects implemented in countries x, y and z)
I should like to ask you a few questions. It will only take five minutes.
Selection: (Selection criteria may vary and may have been agreed according to the objectives of the evaluation)
1) Are you familiar with these projects?
O Yes (If yes, move on to question No 2)
O No (If no, end the conversation and thank the person)
2) Are you directly involved in the projects because of your job?
O Yes (If yes, move on to question No. 3)
O No (If no, end the conversation and thank the person)
3) How many years have you worked in this field? (criteria of age and expertise)
O 0 to 2 years (end the conversation and thank the person)
O 3 to 5 years (put in this category and move on to question No. 4)
O 6 to 10 years (put in this category and move on to question No. 4)
O 10 years or more (put in this category and move on to question No. 4)
4) What was your employment status for most of the time you have worked in this field (put in the appropriate category and move on to question No. 5)
O Self-employed professional
O Employed by a private firm
O Employed by a public body
Invitation to a group interview:
5) There is to be a discussion among specialists in your field on the usefulness of the results of the projects implemented and on factors that should be taken into consideration for future projects. That discussion is to be held at (venue) , on (date) . Would you be interested in taking part?
O Yes (move on to question No 6)
O No (end the conversation and thank the person)
6) I will send you written confirmation of the arrangements. Is your address (see address given at the top of the sheet)?
O Yes O No (write in the new address)
If you wish to have more information, you may call me at: (telephone number)
Thank you for your co-operation.
____________________________________________________________________
Choosing a Moderator
To conduct a group interview the moderator needs certain specific qualities which must be applied even-handedly. If the evaluator does not have such qualities, he or she should ideally give way to a qualified person and act as assistant. The moderator of a group interview must:
• have minimum knowledge of the field or subject discussed;
• be able to use common sense and logic;
• be imaginative as well as able to refer to a preconceived frame of reference;
• be lively while remaining very neutral;
• step in frequently, while being attentive to what others are saying;
• be capable of summing up without losing sight of shadings of opinion.
The Structure of an Interview
In preparing the questionnaire, composed of a maximum of ten key questions, for the interview, the rules followed in preparing any other type of survey questionnaire must be observed. If the group interview is intended to complement or confirm the findings of a survey by questionnaire, the questions must be formulated at two levels:
1) on the basis of the questions on the existing questionnaire;
2) by formulating new questions that are linked to the existing questionnaire but are based on the conclusions obtained.
If the group interview precedes a more exhaustive survey, it might be both helpful and time-saving to prepare questions for the group interview and the survey questionnaire in tandem.
The Organization and Conduct of the Interview
Particular attention must be paid to the need for the discussion to focus quickly on very specific aspects of the topic. Interview questions must start with general aspects but move on quickly to specific ones. The ‘opening’ question is usually very general, open and neutral, and must elicit a response from each participant in the interview. Example: ‘Do you think that the projects implemented in the field of technical and vocational education have helped the countries concerned to improve the skills of their labour force?’
Subsequent questions must make the discussion focus quickly on particular aspects. This is the severest test of the moderator’s skill, for while following the logical sequence of the questions prepared beforehand, he or she must focus the discussion while allowing the participants to express themselves clearly. The moderator’s main concerns are to get the discussion off the ground without making participants feel ill-at-ease and to interrupt the discussion without upsetting them. The moderator must establish himself or herself unmistakably as the leader of the discussion and must never abandon this role, even partly, to one of the participants. This is important, for if during an interview lasting three hours at most eight persons have to answer ten questions prepared beforehand, each person has only two minutes 25 seconds to answer each question. Ideally, the evaluator, if he or she is also the moderator, should be accompanied by someone to take notes or vice-versa. It is very difficult to conduct an interview in a lively way and at the same time write down the content of the discussions and also pay attention to the interplay of looks, tone and gestures, which all qualify the participants’ actual words, assist the moderator in directing the discussion and must be noted. It may be very useful to record the interview, but all the participants must agree to this, and the recording must be managed in such a way that it does not inhibit discussion. The moderator should always be able to stop the recording as he or she sees fit. That goes hand in hand with the need to make people feel at ease in each other’s company and to maintain an atmosphere of trust.
The physical environment can be very important in creating an atmosphere that encourages participants to exchange their views. Each participant must therefore be able to see the others and exchange looks easily. Here are examples of the seating arrangements usually used for group interviews.
Key Elements of Moderation
• Start the meeting with a very short word of welcome and by introducing the moderator and the assistant;
• go around the table for everyone to say who they are: this ‘making acquaintance’ is essential;
• state clearly and frankly the objective sought and the rules of the discussion;
• stress that everyone must say what they think, holding nothing back;
• start the discussion with a question that puts all the participants at ease;
• get the participants to discuss the substance of the topic as quickly as possible;
• bring each person into the discussion as quickly as possible;
• give all the participants equal speaking time;
• adapt the interview plan to developments in the discussion, taking care to keep sights on the objective and to focus discussion on the key topics;
• use a coffee break to ease the atmosphere, if necessary;
• accept all comments and replies in a neutral manner without having any reaction that would suggest that the moderator is biased one way or the other;
• avoid any form of verbal, visual or corporal reaction to the participants’ replies and comments;
• ask questions in a neutral and controlled tone of voice so as not to reveal any bias;
• make use of pauses in the discussion; someone will speak, after a few seconds;
• make use of comments by the ’leaders’ by interrupting them and encouraging other participants to react to them;
• use differences among the participants to bring out divergent opinions.
http://www.unesco.org/ios/eng/evaluation/tools/outil_05e.html
Eight Tips to Managing a Group Discussion
Many people become uneasy at the thought of leading a meeting or a group discussion. What if nobody talks? What if someone talks too much? Here are eight tips to guiding a fruitful discussion:
1. Watch who you watch. When someone else is talking, look at the other people in the room instead of at the speaker. This creates a feeling of greater inclusiveness.
2. Don't respond to every statement. Wait for others in the group to comments. If no one does, ask, "Are there any reactions to that?"
3. Keep control. If somebody talks too long, cut him or her off with: "I think I'm losing track of the point you're making. Can you state it in 20 words or less?"
4. Step off center. If you're running the meeting from a stage or podium, you can encourage interaction by identifying a topic, asking a question and then moving away from the center of the stage.
5. Let others answer questions. When someone directs a question to you, redirect it back to the group: "Before I answer that, let's see what someone else might say."
6. Think "I," not "we." Encourage people to take ownership of their thoughts and opinions. If someone says "We all think that...." ask if literally everyone in the room believes that or if it's just the speaker's personal opinion.
7. Use a flipchart to track progress. When you record ideas generated or topics covered, people in the meeting will have a sense of accomplishing something.
8. Summarize. Every so often, pause to ask the group, "Where are we at this point? Where do we need to go from here?"
GROUP DISCUSSION
A group discussion (GD) is a simulated exercise, where you cannot suddenly put up a show, since the evaluators will see through you easily. In this page you can find tips on GD and how to handle them to ensure a positive outcome.
Here's how most group discussions work:
• Normally groups of 8-10 candidates are formed into a leaderless group, and are given a specific situation to analyze and discuss within a given time limit.
• The group may be given a case study and asked to come out with a solution for a problem.
• The group may be given a topic and asked to discuss on the same.
A panel will observe the proceedings and evaluate the members of the group.
OBJECTIVE
Lets start from the basic. One needs to know what one's objective in the group is. A good definition of your objective is - to be noticed to have contributed meaningfully in an attempt to help the group reach the right consensus. What does this essentially mean?
1. The first implication is that you should be noticed by the panel. Merely making a meaningful contribution and helping the group arrive at a consensus is not enough. You have to be seen by the evaluating panel to have made the meaningful contribution. What does that mean in practice?
• You must ensure that the group hears you. If the group hears you, so will the evaluator. That does not mean that you shout at the top of your voice and be noticed for the wrong reasons.
• You have to be assertive. If you are not a very assertive person you will have to simply learn to be assertive for those 15 minutes. Remember, assertiveness does not mean being bull-headed or being arrogant.
• And most importantly, you have to make your chances. Many group discussion participants often complain that they did not get a chance to speak. The fact is that in no group discussion will you get a chance to speak. There is nothing more unacceptable in a GD than keeping one's mouth shut or just murmuring things which are inaudible.
• Participate in as many practice GDs as possible before you attend the actual GD. There is nothing like practice to help you overcome the fear of talking in a GD.
2. The second important implication is that making just any sort of contribution is not enough. Your contribution has to be meaningful. A meaningful contribution suggests that
• You have a good knowledge base
• You are able to put forth your arguments logically and are a good communicator.
• The quality of what you said is more valuable than the quantity. There is this myth amongst many group discussion participants that the way to succeed in a group discussion is by speaking loudly and at great length. One could not be more wrong. You must have meat in your arguments.
Therefore, think things through carefully.
Always enter the room with a piece of paper and a pen. In the first two minutes jot down as many ideas as you can.
When you jot down points, keep these pointers in mind.
If it is a topic where you are expected to take a stand, say for example, "Should India sign the Comprehensive Test Ban Treaty?" note down points for both sides of the argument. It will be useful on two counts -
• One, if you do not start the GD and are not amongst the first five speakers and find that everyone in the group is talking for the topic, then it makes sense to take the alternate approach and oppose the topic even if you initially intended to talk for the topic.
• Second, it helps to have a knowledge of how group members who take a stand diametrically opposite to yours will put forth their argument and be prepared with counter arguments for that.
Everybody else will state the obvious. So highlight some points that are not obvious. The different perspective that you bring to the group will be highly apprecaited by the panel.
• However, be careful that the "something different" you state is still relevant to the topic being debated?
• Can you take the group ahead if it is stuck at one point?
• Can you take it in a fresh and more relevant direction?
These are some of the other factors that could swing the chances completely in your favour.
3. The third implication is that you must be clearly seen to be attempting to build a consensus.
• Gaining support or influencing colleagues is the mantra adopted by many a successful Business Leaders.
• Nobody expects a group of ten people, all with different points of view on a controversial subject to actually achieve a consensus. But Did you make the attempt to build a consensus?
• The reason why an attempt to build a consensus is important is because in most work situations you will have to work with people in a team, accept joint responsibilities and take decisions as a group.
• You must demonstrate the fact that you are capable and inclined to work as part of a team.
Group Discussion (GD) is a logical extension of the admission tests to assess a candidate’s overall personality. His/her in-depth understanding of the topic, self-confidence, attitude (rigid or flexible temperament) and initiatives in the discussion, presence of mind in crisis management and speaking etiquette are on test.
The strength of a group usually varies between eight and twelve. Unlike the candidates in the written test the group here is homogeneous in terms of proficiency level, since they have crossed the first hurdle, the written test.
A candidate has to discuss a general topic ranging from socio-economic to political issues in about 20 to 25 minutes to amicably conclude the discussion. One’s success essentially hinges on how effectively he or she communicates to deal with the most complex thing in this world i.e., human relationship. One must accentuate the stronger points and abandon the weaker sections. Self-knowledge, rigorous and sustained practice coupled with awareness of non-verbal skills will lead to a winning performance.
Our body expresses many different emotions subconsciously. If a speaker is immensely interested in the subject, truly believes in what is said, and honestly wants to share views with others, the speaker’s physical movements will be naturally spontaneous and appropriate to what is said. Body language has a direct influence on the responses elicited from those around. Therefore, the speaker must be aware of the importance of body language to ensure that there should not be any mismatch with the verbal communication.
Remember "GD" is often undermined by lack of preparation. One should be regularly in touch with national and international current events, debates programs on TV channels, articles and editorials in dailies, magazines and news portals to accumulate one’s knowledge and consolidate one’s views on everything happening around. Unflinching faith, strong commitment and solid implementation plan will see one through the group discussion.
Do’s
1. During discussion make sure that you speak at least five or six times, contributing meaningfully towards discussion. The initial impression your appearance makes is immediately confirmed or contradicted by your voice and words.
2. Put your views persuasively, unobtrusively and modulate your voice accordingly.
3. Be courteous, clear and appear confident to command respect.
4. Have a good attitude. A person with a positive attitude can direct his thoughts; control his emotions and regulate his attitudes.
5. Better to concentrate on one or two ideas at a time to avoid confusion in your development of thought.
6. Words are the vehicle of thought. Pay attention to what others are saying otherwise you may end up making statements that are irrelevant, and you will be labeled as inconsistent as well. Therefore, listen effectively. Try to encourage others without acting impatient. Simply nod and say ‘I see’, or other positive listening words.
7. When your views are challenged you must be able to defend your statement tactfully and convincingly. Be alert and show interest in what others are saying. Analyze your strong points and substantiate them by examples, statistical data to throw light on the topic. Concentrate on what you want to say and how you want to say. Present your points in a logical order to make them interesting.
8. Try to set a good beginning and equally a good ending.
9. Be natural, friendly and cheerful. Friendliness is something of a bonus. Remember you have come to win friends, not to make foes.
10. Speak to the whole group looking at each candidate in turn. Effective eye contact is an important feedback device that makes the speaking situation a two-way communication process. Eye contact binds a speaker with his audience. The adage that ‘eyes are the mirrors of your soul’ underlines the need for you to convince people with your eyes as well as your words. When you speak, your eyes also function as a control device. You can use it to assure your listeners’ attentiveness and concentration. Point out ‘you are about to finish’ – it helps. And do finish with something that group will remember.
Don’ts
1. Resist annoying mannerism. Fidgeting, scratching, picking, shuffling, avoiding eye contact. These are nervous traits. Avoid using filler words like: you know, um etc.
2. Don’t jump upon conclusion to make sweeping generalization. For example, ‘frailty thy name is woman’ – Shakespeare
3. If you are not comfortable with witty comment avoid it.
4. Don’t interrupt others while they are making some points.
5. Don’t scream and use curse words, slang etc.
6. Don’t mumble and talk too softly. Similarly, a wailing or whining voice has an instant depressing effect on others.
7. Don’t speak just for the sake of speaking. Avoid making statements that do not add value to the discussion.
8. Don’t say: ‘You are wrong/ you are being unfair/ I don’t like your ideas.’ Rather refine your argument with:
I understand what you mean and I think …………………
I respect your opinion and I feel …………………..
I agree with you and I want to add …………………….
9. Don’t ramble on and on. Remember quality of the content is more important than the quantity of time you take to speak.
10. Avoid gesturing unnecessarily. You need to be different from others but not in a negative manner.
11. Refrain from using polite fillers: could you please, if you don’t mind etc. They are waste of time.
12. Don’t pack up early.
The advantage of a moderated group discussion is that the participant knows what to talk about and when to talk about it - obviously, when prompted by the moderator. The challenge to the participant is to know the subject matter thoroughly and be articulate in responding to questions and arguments. One must become a good listener and be able to support or rebut the arguments from others in the group. Thus, preparation for the participant involves learning the subject matter, anticipating as many questions and arguments as possible. Acquiring content knowledge is a necessary step but not a sufficient step. You have to practice applying the knowledge to various real and imaginary situations/scenarios. It is the combination of acquisition and application of knowledge that is paramount.
Group discussions, that are not moderated, pose additional challenges. In additional to subject knowledge, one also has to be careful about what to say and when to say it. In such a discussion, just as in jury deliberations, a quasi-leader (that is, moderator) often emerges as the discussion progresses. So what are the appropriate rules of engagement in a group discussion? Since only one person may emerge as the group leader, and that too only after the discussion progresses, here are some guidelines that may be helpful to all participants.
Guidelines for Non-Moderated Group Discussions
1. Stay focused on the topic. You share the responsibility to make the group as productive as possible. Do not go off on tangents, and if someone else does, try to bring the discussion back on track.
2. Talk only when you have something useful to say. Avoid the waste of "air time." Just because one talks a lot does not mean one contributes a lot. Strike a careful balance between the quantity and quality of talk. Your speaking contribution should either move the discussion forward or change the direction of the discussion.
3. Listen, Listen Listen. Do not get caught up with what great things you can say. Recognize other people's contribution, before you expect them to recognize yours. Continuity of discussion, and thus progress, can be achieved only when participants "build on" other's contributions. It does not mean you have to accept what others say - challenge that by all means, if necessary - but listen first.
4. One at a time, please! Only one person should talk at any time, while all others listen carefully.
5. No side meetings. Do not talk to others, outloud or whispering softly, when someone is talking to the group. If you have questions or comments, ask the group.
6. Be polite, yet confident. No matter how right you think you are, others' ideas at least deserve due consideration. Never utter phrases such as: "You are wrong!" "That is so stupid!" "Dumbest thing I have ever heard!" - even when you are 100% sure. Present an alternative way of looking at the situation and let the group support the right path forward.
7. Strive to become the group leader, BUT within reason. Sure, being unofficially recognized by your peers in the group shows your leadership qualities. Only one person can become that. Typically, the group consensus emerges over time. One does not need to be labeled a leader explicitly to acquire and discharge the expected role. Most often, the group, through its behavior, implicitly grants the role without verbally articulating it.
8. Leader, DON'T push it. Remember, the group had elected you, whether implicitly or explicitly, the leader/moderator. The group expects you to be fair to all participants while making progress. Give everybody a fair chance to speak. Do not let anyone dominate the air time. Draw out people who are quiet. Make it a dynamic group.
Since you would be in an assessment environment, you will be observed for not only what you contribute but also on how and when you contribute.
One more item. Group discussions are typically on a topic or on a scenario. You may not know the topic or scenario until the discussion is actually set to begin. Acquire content knowledge for all potential areas. As mentioned early, it the application of the acquired knowledge that would prove useful. Practice, Practice, Practice
Tips on interviews and Group Discussions
1. In a group discussion what should my objectives be and how should I achieve them?
2. Is it wise to take a strong stand either in favour or against the topic right at the start of a Group Discussion ?
3. Is it a good strategy to try and be the first speaker on the topic in a GD?
4. In an interview how does one handle the question "Tell us about yourself?".
5. Is it better to have a longer selection interview or a shorter one?
6. In the MBA entrance interview how do I justify my decision to pursue the MBA programme?
In a group discussion what should my objectives be and how should I achieve them?
In order to succeed at any unstructured group discussion, you must define what your objective in the group is. A good definition of your objective is - to be seen to have contributed meaningfully in an attempt to achieve the right consensus.
The key words in this definition are 'seen', 'meaningfully', and 'attempt'. Let us understand what each of these imply in terms of action points :
The first implication is that merely making a meaningful contribution in an attempt to achieve consensus is not enough. You have to be seen by the evaluator to have made a meaningful contribution in an attempt to build the right consensus.
In other words you must ensure that you are heard by the group. If the group hears you so will the evaluator. You must get at least some airtime. If you are not a very assertive person you will have to simply learn to be assertive for those 15 minutes. If you get cowed down easily in an aggressive group, you can say goodbye to the business school admission.
Many GD participants often complain that they did not get a chance to speak. The fact of the matter is that in no GD do you get a chance to speak. You have to make your chances.
The second important implication is that making just any sort of contribution is not enough. Your contribution has to be meaningful.
A meaningful contribution suggests that you have a good knowledge base, are able to structure arguments logically and are a good communicator. These are qualities that are desired by all evaluators.
Many GD participants feel that the way to succeed in a GD is by speaking frequently, for a long time and loudly. This is not true. The quality of what you say is more important than the quantity. Don't be demoralized if you feel you have not spoken enough. If you have spoken sense and have been heard, even if only for a short time, it is usually good enough. You must have substance in your arguments. Therefore, think things through carefully.
Always enter the room with a piece of paper and a pen. In the first two minutes jot down as many ideas as you can. It pays to think laterally. Everybody else will state the obvious. Can you state something different? Can you take the group ahead if it is stuck at one point? Can you take it in a fresh and more relevant direction? You may like to dissect the topic and go into the underlying causes or into the results.
One way of deciding what sort of contribution is meaningful at what point of time is to follow two simple rules. First, in times of chaos a person who restores order to the group is appreciated. Your level of participation in a fish market kind of scenario can be low, but your degree of influence must never be low. In other words you must make positive contributions every time you speak and not speak for the sake of speaking. The second rule is applicable when the group is floundering. In this situation a person who provides a fresh direction to the group is given credit.
The third implication is that you must be clearly seen to be attempting to build a consensus. Nobody expects a group of ten people, all with different points of view on a controversial subject to actually achieve a consensus. But did you make the attempt to build a consensus?
The reason why an attempt to build a consensus is important is because in most work situations you will have to work with people in a team, accept joint responsibilities and take decisions as a group. You must demonstrate the fact that you are capable and inclined to work as part of a team.
What are the ways that you can try to build consensus?
First, you must not just talk, you should also listen. You must realize that other people also may have valid points to make. You should not only try to persuade other people to your point of view, but also come across as a person who has an open mind and appreciates the valid points of others.
You must try and resolve contradictions and arguments of others in the group. You must synthesize arguments and try and achieve a unified position in the group. Try to think of the various arguments of your's and others' as parts of a jigsaw puzzle or as building blocks of a larger argument for or against the topic.
Try and lay down the boundaries or the area of the discussion at the beginning. Discuss what the group should discuss before actually beginning your discussion. This will at least ensure that everyone is talking about the same thing.
Try and summarize the discussion at the end. In the summary do not merely restate your point of view; also accommodate dissenting viewpoints. If the group did not reach a consensus, say so in your summary.
You must carry people with you. So do not get emotional, shout, invade other people's private space. Do not bang your fist on the table except in extreme circumstances.
If you have spoken and you notice that someone else has tried to enter the discussion on a number of occasions and has not had the chance to do so maybe you could give him a chance the next time he tries. But do not offer a chance to anyone who is not trying to speak. He may not have anything to say at that point and you will just end up looking foolish.
The surest way of antagonizing others in the GD as well as the examiner is to appoint yourself as a de facto chairperson of the group. Do not try to impose a system whereby everyone gets a chance to speak in turn. A GD is meant to be a free flowing discussion. Let it proceed naturally. Do not ever try to take a vote on the topic. A vote is no substitute for discussion.
Do not address only one or two persons when speaking. Maintain eye contact with as many members of the group as possible. This will involve others in what you are saying and increase your chances of carrying them with you. Do this even if you are answering a specific point raised by one person.
One last point. You must not agree with another participant in the group merely for the sake of achieving consensus. If you disagree, say so. You are not there to attempt to build just any consensus. You have to attempt to build the right consensus.
Is it wise to take a strong stand either in favour or against the topic right at the start of a Group Discussion ?
In theory yes. If you believe something why shouldn't you say so? If we are convinced about something our natural response is to say so emphatically.
However in practice what is likely to happen if you take a very strong and dogged stance right at the beginning of the interview is that you will antagonise the people in the group who disagree with you and will be unable to carry them with you and convince them of the validity of your argument. We therefore recommend that after you hear the topic you think about it for a minute with an open mind and note down the major issues that come to your mind. Don't jump to any conclusions. Instead arrive at a stand in your own mind after examining all the issues in a balanced manner. Only then begin to speak. And when you do so outline the major issues first and only then state your stand. In other words give the justification first and the stand later. If you were to state your stand first chances are that the others in the group who disagree with your stand will interrupt to contradict you before you can elaborate on the reasons why you have taken that stance. In this situation the evaluator will only get an impression of what you think and not how you think. Remember you are being evaluated on how you think and not what you think.
Is it a good strategy to try and be the first speaker on the topic in a GD?
In most GD's the opening speaker is the person who is likely to get the maximum uninterrupted airtime. The reason is simple - at the start most other participants in the GD are still trying to understand the basic issues in the topic, or are too nervous to speak and are waiting for someone else to start. Therefore the evaluators get the best chance to observe the opening speaker. Now this is a double edged sword. If the opening speaker talks sense naturally he will get credit because he opened and took the group in the right direction. If on the other hand the first speaker doesn't have too much sense to say, he will attract the undivided attention of the evaluators to his shortcomings. He will be marked as a person who speaks without thinking merely for the sake of speaking. As someone who leads the group in the wrong direction and does not make a positive contribution to the group.
So remember speaking first is a high risk high return strategy. It can make or mar your GD performance depending how you handle it. Speak first only if you have something sensible to say. Otherwise keep shut and let someone else start.
In an interview how does one handle the question "Tell us about yourself?".
An often asked opening question. Perhaps the most frequently asked question across interviews. Your opening statement needs to be a summary of your goals, overall professional capabilities, achievements, background (educational and family), strengths, professional objectives and anything about your personality that is relevant and interesting. This question represents an opportunity to lead the interviewer in the direction you want him to go e.g., your speciality or whatever else you may wish to highlight.
Your intention should be to try to subtly convince the interviewers that you are a good candidate, you have proved that in the past, and have a personality that fits the requirement.
Remember that the first impression you create will go a long way in the ultimate selection. Keep in mind, most candidates who are asked this question just blurt out their schooling, college, marks and qualifications. All this is already there in the CV. Why tell the interviewer something he already knows?
A final word on approaching this question. Once you have said what you have to say - shut up. Don't drone on for the sake of speaking for you just might say something foolish. Sometimes interviewers don't interrupt in order to give the candidate the impression that he has not spoken enough. This is just a stress inducing tactic. Don't fall for it, if you feel you have spoken enough. In case the pause gets too awkward for you just add something like, "Is there something specific that you wish to know about me?"
Is it better to have a longer selection interview or a shorter one?
The length of an interview in no way is an indicator of how well an interview went. This is especially so when there are a number of candidates to be interviewed for example in the civil services interview or the MBA entrance interview. In the past a number of candidates have reported varying lengths of interviews. Nothing positive or negative should be read into this. An interview is only a device whereby the panel seeks information about the candidate. Information that will help the panel decide whether or not the candidate should be selected. If the panel feels that it has gathered enough information about the candidate in 15 minutes of the interview commencing and that it has no further questions to ask the interview will be terminated in 15 minutes. If on the other hand the panel takes an hour to gather the information required to take a decision the interview will last for an hour. In either case the decision could be positive or negative. It is a fallacy to believe that interview panels take longer interviews of candidates whom they are more interested in. No panel likes to waste its time. If an interview is lasting longer than usual then it only means that the panel is seeking more information about the candidate in order to take a decision.
In the MBA entrance interview how do I justify my decision to pursue the MBA programme?
When you are asked this for God's sake don't tell the panel that you are looking for a "challenging job in a good firm with lots of money, status and glamour". That is the first answer that most candidates think of. Unfortunately it is the last answer that will get you admission. In the answer to a direct question on this subject you must convey to the interview panel that you have made a rational and informed decision about your career choice and your intended course of higher study. There are broadly six areas which your answer could touch upon :
Career Objectives : You could talk about your career objectives and how the two year MBA programme will help you achieve them. This implies that you have a clear idea of what your career objectives are and how you wish to achieve them. For example you may want to be an entrepreneur and wish to set up your independent enterprise after doing your MBA and then working for a few years in a professionally managed company. You could explain to the panel that the MBA programme will provide you with the necessary inputs to help you run your business enterprise better. But then you must be clear about what the inputs you will receive in the MBA programme are.
Value Addition : That brings us to the second area that your answer should touch upon. What is the value you will add to yourself during your two year study of management. Value addition will essentially be in two forms knowledge and skills. Knowledge of the various areas of management e.g. marketing, finance, systems, HRD etc. and skills of analysis and communication. You will find it useful to talk to a few people who are either doing their MBA or have already done it. They will be able to give you a more detailed idea of what they gained from their MBA.
Background : Remember, there must be no inconsistency between your proposed study of management and your past subject of study or your past work experience. If you have studied commerce in college then management is a natural course of higher studies. If you are an engineer this is a tricky area. You must never say that by pursuing a career in management you will be wasting your engineering degree. Try and say that the MBA course and your engineering degree will help you do your job better in the company that you will join. But then you should be able to justify how your engineering qualification will help.
Opportunities and Rewards : You could also at this stage mention the opportunities that are opening up in organizations for management graduates. Highlight with examples. At the end you may mention that while monetary rewards are not everything they are also important and MBAs do get paid well. You must not mention these reasons as your primary motivators even if that may be the case.
GD-Interviews
It is a discussion by a group of people. The discussion involves an exchange of thoughts and ideas among members of the group. Group Discussions are largely used in the selection process for admissions into institutes, where there is a high level of competition. The number of participants in a group can vary from 8-15 people. In most cases a topic or a situation will be given, and the group members will have to discuss it within a given period of time.
Reasons for employing a GD
• Value for time
GD helps in forming an opinion about a large number of candidates in a short period of time on a common platform.
• Skills assessment
GD helps in assessing certain skills that cannot be evaluated even in a personal interview (leave alone the written application form etc.). These skills include team membership, leadership skills, listening and articulation skills etc.
What is checked in a GD
All that one observes in a GD can be categorized into two broad areas: - The Content and the Process.
• The content is all about 'what' or the 'matter' spoken in the GD. Whereas, the process refers to the 'how', 'when' and 'why' of the GD.
• Both are equally important and need adequate attention at all stages.
• High quality contribution by one with no regard to the 'process' is as suicidal as another's contribution, which is high on packaging with little content.
Critical Success Factors in a GD
• Cognitive skills or knowledge
The most important aspect of your contribution to a GD is the Quality of Content (QOC), which is reflected in the points you speak and knowledge of the relevant subject you have, the supportive examples you give and data you generated etc.
• Comprehension of core idea
It is essential to deliver a high quality content. But to do that , you should speak on the topic and not deviate. It is checked whether you have identified the crux of the problem or not and whether the solutions you are offering is relevant to the problem or not.
• Logical reasoning
It includes understanding the topic, generating quality arguments, analysis and a progressive approach to a justifiable conclusion. This is one of the necessary attributes to be seen in an influential participant. Such people convey an impression of open minded and logic driven rather than that of an opinionated individual.
• Behavioural and Personality Skills
This includes certain attributes like rapport building, team membership, participation, patience, assertion and accommodation, amenability, leadership etc,. that are assessed during a GD.
• Communication Skills
You should be able to articulate your thoughts properly and you should also be able to understand what others are trying to tell you.
• Clarity of thought
In whatever you are articulating, are you following logical sequence/ order or is that you are presenting the points in some bits and pieces.
• Body Language and Eye Contact
These are some tools which check your level of confidence and whether you can work together effectively in group or not.
Types of Group Discussions
• Structured (or Default) GD
1. A structured GD is one that is most commonly used.
2. The group is given a topic for discussion with 10 to 20 minutes for discussion. The topic can be anything going under the sun.
3. There is no leader appointed for the group and the brief may or may not include anything but the topic for discussion. Here the topic of discussion is clearly defined and students know what is the objective of discussion.
• Unstructured GD
1. Unstructuredness can be built into a discussion wherein no clear instructions are given. So first of all, the students have to decide as to what is to be done.
2. The panel expects the group to achieve some objective(s) during the course or by the end of the GD, but here the objectives are to be decided by the group itself and not given by the observer.
These might include tasks such as choosing the topic for discussion, appointing the leader or a chairman etc.
The Interview
An interview is a face-to-face meeting, especially for the purpose of obtaining a statement or for assessing the qualities of a candidate.
An interview tries to obtain a statement or opinion, as is done for e.g. when film stars are interviewed to get their views on any particular role, or when the Prime Minister is interviewed to get statement on the result of his discussion with another political leader. So as a student going for interviews of management schools, we need to understand the various topics of general interest in details and should be able to discuss them intelligently.
Another purpose of the interview is to assess a person on various personal attributes like honesty, integrity, communication skills, ability to handle pressure, ability to plan for oneself, etc.
Must to do before an Interview
• Learn about the Institute
• Refresher on the subjects of you graduation or of general interest.
Tips for the Interview
1. Entering the room
o Prior to opening the door, adjust your attire so that it falls well.
o If the members of the interview board want to shake hands then offer a firm grip maintaining eye contact and a smile.
o Seek permission to sit down.
o Diffuse the tense situation with a light-hearted humour and immediately set a rapport with the interviewers.
2. Lead the Interview
o A good interviewee would be quick to settle and begin to lead the interviewers.
3. Enthusiasm
o The interviewer normally pays more attention if you display an enthusiasm in whatever you say.
o You should maintain a cheerful disposition throughout the interview i.e. a pleasant countenance holds the interviewers interest.
4. Be Brief
5. Don't Bluff - be honest
6. Humor- humor tends to break the monotony and puts every one at ease and also generates interest
and enthusiasm.
7. Interviewer fatigue
o Mostly interviews are conducted the whole day leading to fatigued minds.
o A little humour as a starter will ease the fatigued minds. However, if you do not have the knack of humour, it is better not to get into it.
o You must be proactive in offering information about yourself as the interviewers will be willing listeners.
8. Be well mannered: show courtesy
9. Avoid slang
10. Be poised
11. Ask Question, if necessary
12. Eye Contact- maintain good eye contact with the persons interviewing you.
13. Listen carefully and answer to the point.
14. Be natural, do not pretend that you are somebody else.
Preparing for tests, group discussions and interviews
Interviews usually consist of one or more of the following tests:
• Aptitude test
• Technical test
• Group discussion
• Psychological test
• Personal interview
• Technical interview
Some useful tips/checklists for each stage are given below.
Aptitude test
Most aptitude tests for software professionals check for quantitative, reasoning and verbal abilities. They will usually be multiple choice type question papers.
Reading up mathematics textbooks and dictionaries just before the test will not help much. These abilities are cultivated over a long period of time - most questions are based on what you studied in high school.
Practice tests can help a lot. Get hold of a few practice tests and do them 2-3 days before the actual test.
Don't panic on the day of the test - you will do your best if you are not worried. Aim at achieving as much as you did in the practice tests.
Try to finish as many questions as possible, if you are stuck on a difficult problem - leave it aside and proceed to the next one.
Technical test
Technical tests will examine your ability in your skill area. They would usually be for about 2 hours.
Tests will test your fundamentals in the skill area, some of the questions will be quite tricky. Try to get a good book in the subject area and refresh your fundamentals.
Practice tests can help a lot. Get hold of a few practice tests and do them 2-3 days before the actual test.
Don't panic on the day of the test - you will do your best if you are not worried. Aim at achieving as much as you did in the practice tests
Try to finish as many questions as possible, if you are stuck on a difficult problem - leave it aside and proceed to the next one.
Group discussion
Group discussions are meant to judge your communication and interpersonal abilities. The observers will be looking for verbal and non-verbal skills, clarity of thought, leadership abilities and other interpersonal skills. Usually a current topic will be taken up and a group of 8-12 people will be asked to discuss the topic.
There is no need to prepare on specific topics. If you read the newspapers - it should be enough.
You do not have to be the first to speak out to be noticed. It is often better for someone else to begin the discussion. However, if you are very well informed on the topic it might be a good idea to set the ball rolling.
Listen carefully to what others are saying. It is a good idea to quote others when you speak while supporting, building or even criticising them. Be natural and talk normally and be yourself - it always gives the best results.
Psychological test
Psychological tests are used to mainly determine your personal attributes. They will usually be multiple choice type question papers.
There are no right or wrong answers to psychological tests - it is your opinion!
Avoid trying to fool tests, they are usually designed to ask the same questions in different ways again and again. If you are manipulating, the results will show inconsistencies and the observer might choose to ignore the test or administer another test.
Personal interview
Personal interviews are usually conducted by Human Resources professionals. They will be trying to understand you as a person and your motivation for joining the company.
"Tell us something about yourself" is perhaps the most common first question asked in non-technical interviews. It might be a good idea to prepare a brief opening statement and be ready for the question. It will be a good idea to mention your education, jobs and interest in applying in your opening statement.
Interviewers will often have gone through your resume in detail, be prepared to explain any statement made in your resume.
Answer all questions directly and honestly, it is not a trial!
Don't try to mask all your weaknesses - all human beings have them and so does the person interviewing you.
"Why do you want to change a job" is another common question, be prepared for it. Honestly answer the question, if you are trying to get a better salary - say so. The lesser you conceal your motives - the easier it will be for the interviewer to make a decision. Keeping the interviewer in suspense will only lead to a postponement in decision - not a favourable decision.
Appearance is important - dress formally or as you will usually for an important occasion.
Appear at least 10 minutes before the interview. It makes a good impression and you also get some time to get used to the surroundings.
Technical interview
Technical interviews are usually conducted by a senior technical professional - usually the senior most in your functional area. It will aim at assessing your technical abilities.
Technical interviewers will often have gone through your resume in detail. They will ask you specific questions on the skills claimed by you and details of your projects.
If your claimed skills do not match your work experience - the interviewer will be confused and will ask you a question such as "Which area are you most confident in? ". Answer "Which area are you most confident in ?" honestly and back up by saying why you feel confident about it.
Sometimes the interviewer may not have had the time to go through your experience and skills and may still ask "Which area are you most confident in ?". In that case, draw his attention to the skill area mentioned which you are most proficient in and the most relevant project carried out by using that skill.
If you do not have the right answer to something -say so. No person knows everything ! You are expected to answer most of the questions - not all.
Usually, the technical interviewer will begin with simple questions and proceed to more complex ones. Be sure you get the first few right - otherwise the interview will get terminated very soon!
Technical and personal interviews may be carried out simultaneously by a panel. Try to speak more to the interviewer you are confident with - it will give you a support quarter in the panel.
There may be several round of interviews ending with the CEO of the company. The final interview will be to merely confirm your selection, however, sometimes the CEO may make an exception. Be prepared, don't be over confident.
GUIDE TO THE PREPARATION AND CONDUCT OF GROUP INTERVIEWS
Basic Principles
Advantages / Disavantages
Basic Rules and Conditions to Observe
• Selection of Participants
• Choosing a Moderator
• Structure
• Organization and Conduct of an Interview
• Key Elements of Moderation
BASIC PRINCIPLES
Group interview is an effective information collection technique if used with small groups. The more homogeneous the persons selected for a discussion group the more successful the exercise is likely to be.
CONTEXTS IN WHICH GROUP INTERVIEWS CAN BE USED
The group interview is one means of collecting information. It is very different from such forms of information collection as the questionnaire which we designed to identify opinion trends in a large population. The group interview is particularly useful in the following three circumstances:
1) in evaluation planning, in order to define the issues and identify key questions with as little room for doubt as possible;
2) when analyzing data collected by elaborate and sophisticated survey methods in order to confirm and further investigate the conclusions drawn from the analysis;
3) as a quick means of clarifying a situation or of getting more information in order to answer questions raised by decision-makers; it is therefore particularly useful in programme or activity planning.
Conferences and seminars bringing together large numbers of people with the same interests, occupation or skills are occasions on which the group interview technique can be used quickly and at relatively moderate cost.
When this technique is used for a sufficiently large number of small groups to constitute a representative sample of a given population, it may be considered that the information obtained is correct; caution should, however, be exercised before making generalizations from the conclusions drawn. In any case, one group alone should never be considered enough to cover one particular subject adequately.
ADVANTAGES DISADVANTAGES
• Quickly organized and implemented.
• Moderate cost in comparison with other in-depth survey techniques.
• More opinions, behavioural attitudes and feelings about particular subjects collected than by any other survey method.
• The information obtained is extremely precise and very detailed.
• Interactions and influences among the persons concerned by a specific programme or activity are revealed.
• Factors of agreement or disagreement are identified.
• The evaluator can analyze replies, explore particular subjects and bring out unsuspected facts; great flexibility in the way questions are asked. • Difficult to direct and control the discussion.
• Difficult to ensure homogeneity if there are several groups.
• The information obtained cannot really be generalized and is difficult to analyze.
• Highlights strongly biased and often contradictory opinions; a person with a strong personality can dominate the discussion.
• It is difficult to select persons and bring them together as a group in a place suitable for the interview.
Basic Rules and Conditions to Observe
If group interviews are to be effective and useful, several factors must be taken into account when they are being prepared and in progress. These factors must be combined to make the discussion as open as possible and produce as much information as possible on a given subject.
Selection of participants
The main factor in selecting the members of the discussion group is knowledge of a given subject. An attempt must also be made to form a homogeneous group in which differences such as social and economic level, age and sex will not make group members feel ill-at-ease and prevent them from concentrating on the topic. One may form several groups which are homogeneous as individual units but slightly heterogeneous in relation to each other. But as a rule one should try to select for group interviews people who have very much the same experience, knowledge and occupation.
Participants may be selected for a discussion group at random from a body of people such as participants in a conference, for example. The following criteria may be used to select the participants:
- knowledge of the field and subject to be discussed;
- homogeneity at the professional level;
- similar social and economic contexts;
- same age group; etc.
The number of participants must be small enough (minimum of four) to allow each person to speak, and big enough (maximum of ten) for a variety of opinions to be obtained.
There are three main stages in the process of selecting participants for a discussion group:
1) The first stage is to compile a list of persons who seem at first sight to meet the selection criteria.
The proportion of persons who really meet the selection criteria varies considerably depending on the fields covered by the discussion and the circles from which individuals are selected. In general, a basic list of about three times more than the number of people required should be drawn up. A list of conference participants is often a ready-made basis of selection as the event itself is a homogenizing factor.
2) The second stage is to get in touch with those persons to find out if they really are familiar with the topic and meet the criterion of homogeneity, and then if they would agree to participate in a discussion group.
This selection should preferably be done by telephone, systematically, using a contact sheet. It is complicated, difficult and very slow to contact and select people by mail, and interaction enabling decisions regarding the participation of each person contacted to be made quickly is impossible. Fax reduces the difficulties and delays and permits sufficiently rapid interaction, but remains nonetheless a difficult medium. If one wishes to take advantage of a conference, the participants may also be selected at the venue of the conference itself, while it is in progress; but this requires planning. It is therefore necessary to determine beforehand when and how the participants will be contacted during the conference (short questionnaire to be distributed, brief announcement during a plenary meeting, etc. ), the times when the interviews will be held, and the physical space required.
3) The third stage is to confirm the venue, date and time of the interview with those persons who have agreed to participate in a group discussion.
This confirmation is generally given in writing. In a conference setting, direct contact is important when inviting the persons selected. When possible, it may be very helpful to include the group interviews in the planning of the conference. That means getting in touch with potential participants, making a selection and informing the persons selected of the date and venue of the interviews well before the conference is held. This planning may even include budgetary provisions to allow the persons selected to extend their stay if the interviews are to be held outside the formal framework of the conference.
Example of a contact sheet used in contacting and selecting participants:
__________________________________________________________________
Particulars of person contacted:
Name:
Telephone N°:
Address:
Date:
Introduction of interviewer:
Hello, my name is...
I work at (organization or administrative division, etc. )
Presentation of the subject:
I am doing a survey on (e. g.: results obtained in technical and vocational
education projects implemented in countries x, y and z)
I should like to ask you a few questions. It will only take five minutes.
Selection: (Selection criteria may vary and may have been agreed according to the objectives of the evaluation)
1) Are you familiar with these projects?
O Yes (If yes, move on to question No 2)
O No (If no, end the conversation and thank the person)
2) Are you directly involved in the projects because of your job?
O Yes (If yes, move on to question No. 3)
O No (If no, end the conversation and thank the person)
3) How many years have you worked in this field? (criteria of age and expertise)
O 0 to 2 years (end the conversation and thank the person)
O 3 to 5 years (put in this category and move on to question No. 4)
O 6 to 10 years (put in this category and move on to question No. 4)
O 10 years or more (put in this category and move on to question No. 4)
4) What was your employment status for most of the time you have worked in this field (put in the appropriate category and move on to question No. 5)
O Self-employed professional
O Employed by a private firm
O Employed by a public body
Invitation to a group interview:
5) There is to be a discussion among specialists in your field on the usefulness of the results of the projects implemented and on factors that should be taken into consideration for future projects. That discussion is to be held at (venue) , on (date) . Would you be interested in taking part?
O Yes (move on to question No 6)
O No (end the conversation and thank the person)
6) I will send you written confirmation of the arrangements. Is your address (see address given at the top of the sheet)?
O Yes O No (write in the new address)
If you wish to have more information, you may call me at: (telephone number)
Thank you for your co-operation.
____________________________________________________________________
Choosing a Moderator
To conduct a group interview the moderator needs certain specific qualities which must be applied even-handedly. If the evaluator does not have such qualities, he or she should ideally give way to a qualified person and act as assistant. The moderator of a group interview must:
• have minimum knowledge of the field or subject discussed;
• be able to use common sense and logic;
• be imaginative as well as able to refer to a preconceived frame of reference;
• be lively while remaining very neutral;
• step in frequently, while being attentive to what others are saying;
• be capable of summing up without losing sight of shadings of opinion.
The Structure of an Interview
In preparing the questionnaire, composed of a maximum of ten key questions, for the interview, the rules followed in preparing any other type of survey questionnaire must be observed. If the group interview is intended to complement or confirm the findings of a survey by questionnaire, the questions must be formulated at two levels:
1) on the basis of the questions on the existing questionnaire;
2) by formulating new questions that are linked to the existing questionnaire but are based on the conclusions obtained.
If the group interview precedes a more exhaustive survey, it might be both helpful and time-saving to prepare questions for the group interview and the survey questionnaire in tandem.
The Organization and Conduct of the Interview
Particular attention must be paid to the need for the discussion to focus quickly on very specific aspects of the topic. Interview questions must start with general aspects but move on quickly to specific ones. The ‘opening’ question is usually very general, open and neutral, and must elicit a response from each participant in the interview. Example: ‘Do you think that the projects implemented in the field of technical and vocational education have helped the countries concerned to improve the skills of their labour force?’
Subsequent questions must make the discussion focus quickly on particular aspects. This is the severest test of the moderator’s skill, for while following the logical sequence of the questions prepared beforehand, he or she must focus the discussion while allowing the participants to express themselves clearly. The moderator’s main concerns are to get the discussion off the ground without making participants feel ill-at-ease and to interrupt the discussion without upsetting them. The moderator must establish himself or herself unmistakably as the leader of the discussion and must never abandon this role, even partly, to one of the participants. This is important, for if during an interview lasting three hours at most eight persons have to answer ten questions prepared beforehand, each person has only two minutes 25 seconds to answer each question. Ideally, the evaluator, if he or she is also the moderator, should be accompanied by someone to take notes or vice-versa. It is very difficult to conduct an interview in a lively way and at the same time write down the content of the discussions and also pay attention to the interplay of looks, tone and gestures, which all qualify the participants’ actual words, assist the moderator in directing the discussion and must be noted. It may be very useful to record the interview, but all the participants must agree to this, and the recording must be managed in such a way that it does not inhibit discussion. The moderator should always be able to stop the recording as he or she sees fit. That goes hand in hand with the need to make people feel at ease in each other’s company and to maintain an atmosphere of trust.
The physical environment can be very important in creating an atmosphere that encourages participants to exchange their views. Each participant must therefore be able to see the others and exchange looks easily. Here are examples of the seating arrangements usually used for group interviews.
Key Elements of Moderation
• Start the meeting with a very short word of welcome and by introducing the moderator and the assistant;
• go around the table for everyone to say who they are: this ‘making acquaintance’ is essential;
• state clearly and frankly the objective sought and the rules of the discussion;
• stress that everyone must say what they think, holding nothing back;
• start the discussion with a question that puts all the participants at ease;
• get the participants to discuss the substance of the topic as quickly as possible;
• bring each person into the discussion as quickly as possible;
• give all the participants equal speaking time;
• adapt the interview plan to developments in the discussion, taking care to keep sights on the objective and to focus discussion on the key topics;
• use a coffee break to ease the atmosphere, if necessary;
• accept all comments and replies in a neutral manner without having any reaction that would suggest that the moderator is biased one way or the other;
• avoid any form of verbal, visual or corporal reaction to the participants’ replies and comments;
• ask questions in a neutral and controlled tone of voice so as not to reveal any bias;
• make use of pauses in the discussion; someone will speak, after a few seconds;
• make use of comments by the ’leaders’ by interrupting them and encouraging other participants to react to them;
• use differences among the participants to bring out divergent opinions.
http://www.unesco.org/ios/eng/evaluation/tools/outil_05e.html
Eight Tips to Managing a Group Discussion
Many people become uneasy at the thought of leading a meeting or a group discussion. What if nobody talks? What if someone talks too much? Here are eight tips to guiding a fruitful discussion:
1. Watch who you watch. When someone else is talking, look at the other people in the room instead of at the speaker. This creates a feeling of greater inclusiveness.
2. Don't respond to every statement. Wait for others in the group to comments. If no one does, ask, "Are there any reactions to that?"
3. Keep control. If somebody talks too long, cut him or her off with: "I think I'm losing track of the point you're making. Can you state it in 20 words or less?"
4. Step off center. If you're running the meeting from a stage or podium, you can encourage interaction by identifying a topic, asking a question and then moving away from the center of the stage.
5. Let others answer questions. When someone directs a question to you, redirect it back to the group: "Before I answer that, let's see what someone else might say."
6. Think "I," not "we." Encourage people to take ownership of their thoughts and opinions. If someone says "We all think that...." ask if literally everyone in the room believes that or if it's just the speaker's personal opinion.
7. Use a flipchart to track progress. When you record ideas generated or topics covered, people in the meeting will have a sense of accomplishing something.
8. Summarize. Every so often, pause to ask the group, "Where are we at this point? Where do we need to go from here?"
GROUP DISCUSSION
A group discussion (GD) is a simulated exercise, where you cannot suddenly put up a show, since the evaluators will see through you easily. In this page you can find tips on GD and how to handle them to ensure a positive outcome.
Here's how most group discussions work:
• Normally groups of 8-10 candidates are formed into a leaderless group, and are given a specific situation to analyze and discuss within a given time limit.
• The group may be given a case study and asked to come out with a solution for a problem.
• The group may be given a topic and asked to discuss on the same.
A panel will observe the proceedings and evaluate the members of the group.
OBJECTIVE
Lets start from the basic. One needs to know what one's objective in the group is. A good definition of your objective is - to be noticed to have contributed meaningfully in an attempt to help the group reach the right consensus. What does this essentially mean?
1. The first implication is that you should be noticed by the panel. Merely making a meaningful contribution and helping the group arrive at a consensus is not enough. You have to be seen by the evaluating panel to have made the meaningful contribution. What does that mean in practice?
• You must ensure that the group hears you. If the group hears you, so will the evaluator. That does not mean that you shout at the top of your voice and be noticed for the wrong reasons.
• You have to be assertive. If you are not a very assertive person you will have to simply learn to be assertive for those 15 minutes. Remember, assertiveness does not mean being bull-headed or being arrogant.
• And most importantly, you have to make your chances. Many group discussion participants often complain that they did not get a chance to speak. The fact is that in no group discussion will you get a chance to speak. There is nothing more unacceptable in a GD than keeping one's mouth shut or just murmuring things which are inaudible.
• Participate in as many practice GDs as possible before you attend the actual GD. There is nothing like practice to help you overcome the fear of talking in a GD.
2. The second important implication is that making just any sort of contribution is not enough. Your contribution has to be meaningful. A meaningful contribution suggests that
• You have a good knowledge base
• You are able to put forth your arguments logically and are a good communicator.
• The quality of what you said is more valuable than the quantity. There is this myth amongst many group discussion participants that the way to succeed in a group discussion is by speaking loudly and at great length. One could not be more wrong. You must have meat in your arguments.
Therefore, think things through carefully.
Always enter the room with a piece of paper and a pen. In the first two minutes jot down as many ideas as you can.
When you jot down points, keep these pointers in mind.
If it is a topic where you are expected to take a stand, say for example, "Should India sign the Comprehensive Test Ban Treaty?" note down points for both sides of the argument. It will be useful on two counts -
• One, if you do not start the GD and are not amongst the first five speakers and find that everyone in the group is talking for the topic, then it makes sense to take the alternate approach and oppose the topic even if you initially intended to talk for the topic.
• Second, it helps to have a knowledge of how group members who take a stand diametrically opposite to yours will put forth their argument and be prepared with counter arguments for that.
Everybody else will state the obvious. So highlight some points that are not obvious. The different perspective that you bring to the group will be highly apprecaited by the panel.
• However, be careful that the "something different" you state is still relevant to the topic being debated?
• Can you take the group ahead if it is stuck at one point?
• Can you take it in a fresh and more relevant direction?
These are some of the other factors that could swing the chances completely in your favour.
3. The third implication is that you must be clearly seen to be attempting to build a consensus.
• Gaining support or influencing colleagues is the mantra adopted by many a successful Business Leaders.
• Nobody expects a group of ten people, all with different points of view on a controversial subject to actually achieve a consensus. But Did you make the attempt to build a consensus?
• The reason why an attempt to build a consensus is important is because in most work situations you will have to work with people in a team, accept joint responsibilities and take decisions as a group.
• You must demonstrate the fact that you are capable and inclined to work as part of a team.
Group Discussion (GD) is a logical extension of the admission tests to assess a candidate’s overall personality. His/her in-depth understanding of the topic, self-confidence, attitude (rigid or flexible temperament) and initiatives in the discussion, presence of mind in crisis management and speaking etiquette are on test.
The strength of a group usually varies between eight and twelve. Unlike the candidates in the written test the group here is homogeneous in terms of proficiency level, since they have crossed the first hurdle, the written test.
A candidate has to discuss a general topic ranging from socio-economic to political issues in about 20 to 25 minutes to amicably conclude the discussion. One’s success essentially hinges on how effectively he or she communicates to deal with the most complex thing in this world i.e., human relationship. One must accentuate the stronger points and abandon the weaker sections. Self-knowledge, rigorous and sustained practice coupled with awareness of non-verbal skills will lead to a winning performance.
Our body expresses many different emotions subconsciously. If a speaker is immensely interested in the subject, truly believes in what is said, and honestly wants to share views with others, the speaker’s physical movements will be naturally spontaneous and appropriate to what is said. Body language has a direct influence on the responses elicited from those around. Therefore, the speaker must be aware of the importance of body language to ensure that there should not be any mismatch with the verbal communication.
Remember "GD" is often undermined by lack of preparation. One should be regularly in touch with national and international current events, debates programs on TV channels, articles and editorials in dailies, magazines and news portals to accumulate one’s knowledge and consolidate one’s views on everything happening around. Unflinching faith, strong commitment and solid implementation plan will see one through the group discussion.
Do’s
1. During discussion make sure that you speak at least five or six times, contributing meaningfully towards discussion. The initial impression your appearance makes is immediately confirmed or contradicted by your voice and words.
2. Put your views persuasively, unobtrusively and modulate your voice accordingly.
3. Be courteous, clear and appear confident to command respect.
4. Have a good attitude. A person with a positive attitude can direct his thoughts; control his emotions and regulate his attitudes.
5. Better to concentrate on one or two ideas at a time to avoid confusion in your development of thought.
6. Words are the vehicle of thought. Pay attention to what others are saying otherwise you may end up making statements that are irrelevant, and you will be labeled as inconsistent as well. Therefore, listen effectively. Try to encourage others without acting impatient. Simply nod and say ‘I see’, or other positive listening words.
7. When your views are challenged you must be able to defend your statement tactfully and convincingly. Be alert and show interest in what others are saying. Analyze your strong points and substantiate them by examples, statistical data to throw light on the topic. Concentrate on what you want to say and how you want to say. Present your points in a logical order to make them interesting.
8. Try to set a good beginning and equally a good ending.
9. Be natural, friendly and cheerful. Friendliness is something of a bonus. Remember you have come to win friends, not to make foes.
10. Speak to the whole group looking at each candidate in turn. Effective eye contact is an important feedback device that makes the speaking situation a two-way communication process. Eye contact binds a speaker with his audience. The adage that ‘eyes are the mirrors of your soul’ underlines the need for you to convince people with your eyes as well as your words. When you speak, your eyes also function as a control device. You can use it to assure your listeners’ attentiveness and concentration. Point out ‘you are about to finish’ – it helps. And do finish with something that group will remember.
Don’ts
1. Resist annoying mannerism. Fidgeting, scratching, picking, shuffling, avoiding eye contact. These are nervous traits. Avoid using filler words like: you know, um etc.
2. Don’t jump upon conclusion to make sweeping generalization. For example, ‘frailty thy name is woman’ – Shakespeare
3. If you are not comfortable with witty comment avoid it.
4. Don’t interrupt others while they are making some points.
5. Don’t scream and use curse words, slang etc.
6. Don’t mumble and talk too softly. Similarly, a wailing or whining voice has an instant depressing effect on others.
7. Don’t speak just for the sake of speaking. Avoid making statements that do not add value to the discussion.
8. Don’t say: ‘You are wrong/ you are being unfair/ I don’t like your ideas.’ Rather refine your argument with:
I understand what you mean and I think …………………
I respect your opinion and I feel …………………..
I agree with you and I want to add …………………….
9. Don’t ramble on and on. Remember quality of the content is more important than the quantity of time you take to speak.
10. Avoid gesturing unnecessarily. You need to be different from others but not in a negative manner.
11. Refrain from using polite fillers: could you please, if you don’t mind etc. They are waste of time.
12. Don’t pack up early.
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