READYTO BE HIRED

Com­pe­tency, con­fi­dence and hu­mil­ity may help one score in an in­ter­view

India Today - - EXPERT SPEAK - T. MURLIDHARAN Man­ag­ing Di­rec­tor TMIE2E Academy, Pan In­dia

Knowl­edge about the com­pany and its lat­est achieve­ments should be on your fin­ger tips. It shows your gen­uine in­ter­est to join the com­pany."

It is im­por­tant to un­der­stand the at­tributes an MNC seeks in a per­son be­fore hir­ing. If you no­tice their com­pen­sa­tion bracket is in top qual­ity per­centile, by de­fault they have the best tal­ent be­cause they pay well. The def­i­ni­tion of best tal­ent is di­vided into two parts— first, one should at­tain the com­pe­ten­cies and skills for the role and should be able to demon­strate them ap­pro­pri­ately, sec­ond, one should have a min­i­mal level of soft skills which in­cludes writ­ten skills, com­mu­nica­tive skills and con­fi­dence.

The point is that they work glob­ally and will not com­pro­mise on one lo­ca­tion. There­fore, once the poli­cies are writ­ten they will not com­pro­mise on them but they don't mind in­creas­ing the cost spent on hir­ing a per­son.

There­fore, an em­ployee from any part of the world should be the same in terms of min­i­mal com­pe­tency which is the rea­son why they set stan­dards for hir­ing. Soft skills are the most im­por­tant cri­te­ria eval­u­ated dur­ing se­lec­tion and in­cludes sev­eral com­po­nents. First, pre­sent­ing a per­son­al­ity with a high self es­teem and con­fi­dence. Sec­ond, re­spond­ing in a log­i­cal and an­a­lyt­i­cal man­ner is some­thing an MNC ap­pre­ci­ates. Third, em­ploy­ers ap­pre­ci­ate hon­est an­swers and would never mind if a can­di­date does not know the an­swer. An hon­est re­ply would solve the prob­lem. Fourth, al­ways be con­fi­dent yet hum­ble. It shows that one would be able to mix and work well with a team. Lastly, if you men­tion some­thing you are pas­sion­ate about they will al­ways ex­pect you to be knowl­edge­able on the sub­ject. Thus, they may in­quire about de­tails on that sub­ject and ex­pect you to know more about it.

Af­ter get­ting your soft skills right, one may also work on their cir­ricul­lum vi­tae ( CV). A CV should rep­re­sent you and be your am­bas­sador. A thor­ough knowl­edge about the com­pany and lat­est up­dates on it should be on your fin­ger tips. Re­fer to news­pa­pers, and check for any lat­est ac­com­plish­ment achieved by the com­pany. When you reach the in­ter­view stage, al­ways be sure to reach five min­utes be­fore the sched­uled time to avoid any kind of de­lay or rush. A rush may cause anx­i­ety and bother you dur­ing the in­ter­view. More of­ten than not you will be asked to wait. Make sure to utilise that time wisely. Read more about the com­pany, it will help you re­main fo­cussed.

In the final part of the in­ter­view, you are al­lowed to ask ques­tions. Be sure that you ask ques­tions about the work en­vi­ron­ment and how can you strive to per­form your best. You may ask them ques­tions re­gard­ing your role in the com­pany and what they ex­pect from you on the first day.

The most crit­i­cal as­pect is non­ver­bal com­mu­ni­ca­tion dur­ing the in­ter­view. Main­tain the right pos­tures and do not ex­press any kind of ag­gres­sive­ness within your na­ture. If such a sit­u­a­tion arises, try di­vert­ing your mind about pos­i­tive as­pects and do not re­act in any neg­a­tive man­ner.

Man­age­ment grad­u­ates com­ing from Tier- II and Tier- III cities and towns must demon­strate com­mit­ment to­wards the job and dis­play their as­pi­ra­tion. Prepa­ra­tion prior to the in­ter­view— goes with­out say­ing— is an im­por­tant suc­cess fac­tor.

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