n in Communication

UNIT 12 COMMUNICATION FOR for Employment

EMPLOYMENT

Objectives
After studying this unit, a candidate should be able to:
● Prepare an effective resume;
● Draft curriculum-vitae and portfolio for interview;
● Develop a holistic understanding of the interview process;
● Understand the concept of group discussion.

Structure
12.1 Introduction
12.2 Resume
12.3 Video Resume
12.4 Curriculum-Vitae
12.5 Interview Portfolio
12.6 Interview
12.7 Types of Interviews
12.8 Process of an Interview
12.9 Group Discussion
12.10 Types of Group discussions
12.11 Offer Letter
12.12 Summary
12.13 Keywords
12.14 Self-Assessment Questions
12.15 References and Further Readings

12.1 INTRODUCTION
This unit also discusses the need and importance of a resume and CV. The
CV of every candidate must be effective as it creates the first impression.
Apart from interviews, the group discussions also at times act as an important
tool to analyze the personality traits of the candidates. Every interview is a
selling process. The interviewer is a buyer in this process and the interviewee
is a seller. The interviewer is a buyer as s/he analyses the interviewee’s
performance, strengths, and weaknesses and then s/he finally checks whether
the candidate can be an asset to the organisation's needs or not. The
interviewee is the seller as s/he convinces the interviewer that s/he is the best
suitable candidate for the organisation. There are some specific do’s and
don’ts of the interview process as covered in this unit. These points will
guide and empower candidates to be more effective in the interview. Proper
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n conduct inn the groupp discussion ns (GD) is important as it reflects the
Orgganisation
communicaation skills aand behaviooural traits oof the candiddates as well. This
unit covers all the nuannces about thhe interview process, GD
D process and CV.

12.2 RESUME
R E
Resume is a must wheen applying for a new joob, looking for a promootion or
looking fo or better oppportunities. A resum me is an im mportant foorm of
communicaation at the workplace. They comm municate abo out an indivviduals’
personality
y traits and are
a a major contact betw ween the orrganisation anda the
one who iss seeking a job or promo otion. Whenn a resume iss drafted folllowing
points shouuld be kept inn mind as thhis is what thhe organisatioons look forr:
● Does thhe candidatee possess req
quisite qualiffications for a job?
● Does thhe candidatee have some experience w
which can be
b consideredd
above the qualificaations?
● Is the candidate
c goood in whatever s/he doees?
After conccentrating onn the abovee points whhile preparinng a resume, it is
important that the folloowing featurees should bee taken into consideration
c n:
● Facts
● Groupss/Categoriess
● Tabulaar presentatioons
Facts: Ressume shouldd be based on actual facts
f rather than manippulating
them. Onlly the faccts like edducational/accademic quualifications, work
experience etc. should be mentioned which caan later be suubstantiatedd by the
hirer.
Groups/Caategories: R Resume should always be categoriised and preesented
under varioous heads liike educatioonal qualification, work experience,, extra-
curricular activities
a etc.
Tabulationn: Resume sshould alwaays be preseented in a taabular form having
headings annd sub-headiings. This inncludes all thhe categoriess which a candidate
may wish to incorporatte.

A resume can
c be in diffferent formaats and it is upto
u the canndidate to select the
best suitablle format. Thhe followingg checklist should necessarily be preesent in
the resume:
● Presen
nt address
● Professsional email
● Importtant achievem
ments
● Properr categorisatiion
● Free off errors
● Criticaal informatioon to be listedd at the begiinning
● Up-to-date informaation
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● Appealing

Apart from these, it is important that the candidate checks with the
organisation for the applicable resume style so as to suit their needs. It is,
therefore, important that a resume should be prepared in such a manner that it
should be able to communicate the exact set of information which the
candidate wishes to divulge.

Activity 1
Prepare a resume based on the checklist given in section 12.2.
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12.3 VIDEO RESUME

A video resume is a short video made by a candidate for the purpose of
employment. These types of videos are uploaded or emailed to the
recruitment manager. Thus the video resume may be later viewed and
analysed by the interviewer. In the video, the candidate shares detailed
information about their candidature, skill sets, and relevant experience which
can make them the best-suited candidate for the organisation they are
applying for. Usually, the video is used as a supplement with a paper resume.
This type of video resume can also be prepared by professionals where they
give candidates enough inputs about the various dos and don’ts of the content
to be included or removed from the video. This type of video resume helps
the recruiters as they can assess the communication skills, presentation skills,
and overall personality of the candidate which otherwise is not possible with
a paper resume.

Significance of a video resume

Video resumes are gaining importance slowly and gradually. Still, many
recruitment managers prefer to call for the traditional resume as compared to
a video resume. Video resumes are preferably used for job roles related to
communication, visual or creative fields. For instance, a video resume is very
significant for any performance-based job profile like TV anchoring, or those
jobs pertaining to stage, training, and teaching. On the other hand, if a
candidate’s role is not very visual, then a video resume may not be the right
tool to portray a candidate’s candidature.
The candidate should take utmost care while creating their video resume
because once anything is online, it cannot be controlled. An unprofessional
video resume can act as a hindrance and block a candidate’s chances of
getting the calls for the interviews. Now the question arises as to how can one
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n create an effective
e viddeo resume?? Let us diiscuss how an effectivee video
Orgganisation
resume can
n be created.

Effective Video
V Resum
me
The follow
wing checklisst should bee followed w
while prepariing a video resume
to make it more
m effectivve:
● Eliminnating backgrround distractions
● Use off professionaal language
● Use prroper voice m
modulation
● Prepare a script
● Script should be baased on the requirement
r of the intervviewer
● Precisee and short
● Share with
w mentor and friends for review
● Edit, ree-edit beforee posting

Activity 2
Create a video
v resumee highlightin
ng your skiills and experience keepping in
mind that this video resume is asked for tthe profile of Assistannt Sales
manager inn a Bank.
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12.4 CURRICU
C ULUM-V
VITAE
It is importtant to note tthat there is a marked difference bettween a resuume and
a curriculum m vitae (CVV). Usually, a resumesum mmarises thee credentialss of the
candidate whereas
w a C CV is a kinnd of acadeemic/professsional diary which
includes all the ddetails of the qualifications, work w expeerience,
accomplishhments, publlications and d additional iinformation.. In this section, we
will discusss curriculumm-vitae and howh to draft it.
A curriculuum vitae, offten abbreviaated as CV and a is a vitaal documentt that is
made by applicants to t highlightt their skillls, academicc knowledgge, and
professionaal endeavourrs. The checkklist for a goood CV is ass follows:

● Specifi
fic fonts to bee used
● Candiddate’s name must appearr on the top rright corner of the CV. (Paste
(
photo only
o if askedd)
● Properr spacing andd grouping
● Use a formal
f e-mail-Id;
● A speccific career objective;
o

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● Additional information like hobbies, interests etc.
● References
The CV should be precise and should portray the proper information.

12.5 INTERVIEW PORTFOLIO

A systematic, well-designed, well-articulated portfolio can surely give a
candidate an edge above his/her competitors and can impress the recruitment
manager. A portfolio is a detailed view of the candidate’s qualifications,
skill-sets and also provides a sample of his/her work as well. So, in a
nutshell, a portfolio is a collection of a candidate's entire skill set, experience
and achievements. A candidate can also present his/her portfolio as a website,
PowerPoint presentation, or a few chosen printed documents. For example,
people who work in creative jobs such as writers and designers may present
their samples of articles, blogs, or designs that they have made. Even a bank
manager may design a portfolio that includes well-developed financial
reports, annual reports which they have prepared.
Significance of an interview portfolio
A portfolio can hugely benefit any candidate as it is the presentation of every
skill which a candidate possesses. The significance of the portfolio is as
follows:
● A portfolio portrays creative skills
A portfolio gives a chance to highlight a candidate’s creative instinct.
For example, some candidates design their own portfolio website that
highlights their creative branding acumen. A candidate’s portfolio should
be his/her advertising and branding tool. It must be a reflection of the
candidate’s personality.
● Shows inclination towards the job
Recruiters want those people who are passionate and enthusiastic about
their jobs. The moment a recruiter comes across a well-designed
portfolio, it compels him/her to think about the level of sincerity and
seriousness of the candidate. A well-articulated portfolio shows
tremendous interest and focuses on the job.
● Portfolio makes the candidate feel more confident and prepared
A portfolio helps a candidate to effectively present and better describe
his/her project details, skills and experience. During the midst of the
interview, if questions are asked about the projects or any technical skills
which the candidate possesses, the portfolio can be quickly accessed.
● Showcases actual examples of skills and work
The recall value of the portfolio is high in the mind of the recruiter. A
recruiter can also be presented with the actual, tangible proof of the
candidate's work and this gives the candidate a strong edge above the
other candidates.
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n Componen
nts of a porttfolio
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Well-designned portfoliio may include variouus things lik ke samples of the
candidate's work, worrks in progress, certificaations, awarrds along with w the
candidate's professionaal experiencees and qualiffications. In addition to it,
i there
should be a systematic flow of a poortfolio. It shhould consistt of the folloowing:
● Comm
mence with caandidate’s inntroduction
● Highligght professioonal backgroound
● Opt ST
TAR formulaa
● Includee candidate’s achievemeents
● Definee candidate’ss goals
● Concluude with proominent poinnts
● Choosee the most efffective med
dium to desiggn candidatee’s portfolio
● Keep evolving
e canndidate’s porrtfolio
● Make it
i easy to com
mprehend
Now let us discuss thesse componennts in detail.

Start with an introducction

The openinng lines of thhe candidatee's portfolio should be eyye-catching. In one
or two sen ntences, the candidate must
m highlighht his/her USP
U and the unique
skill sets po
ossessed by him/her. Doo mention exxtra qualificaations that ensure
e a
candidate's possibility ffor the ideal candidate foor the job.

Highlight professiona
p al backgroun
nd
After the inntroduction, highlight thhe candidatee's professioonal backgroound. A
visual timeeline of educcation, workk experience (if any) is recommende
r ed. One
must also highlight sppecific achieevements annd contributiions at eachh stage.
Specific coontributions will position the candiddate as a prroductive candidate
and also refflects his/herr zeal for conntribution.

Opt STAR
R formula
Hiring man nagers often check the crredibility off the candidaates by askinng them
situational--based questtions. The best
b way too handle thee situationall based
questions isi STAR forrmat. The addvantage off this formatt is that it brings
b a
methodicall approach inn the candiddate's expresssion. The full
f form off STAR
formula is asa follows:
● Situatiion: Recall the
t situationn the candidaate was in.
● Task: Describe thee task the caandidate had to do.
● Action
n: Outline thhe action the candidate toook.
● Resultt: Describe thhe results th
he candidate achieved.
For instancce if a candiddate is applyying for the pposition of a team leaderr in any
bank, thenn the candiddate must highlight
h ceertain experriences wherre s/he

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problems with the help of STAR format.

Include achievements
Awards and achievements act as a candidate's third-party references which
show that candidate’s work has been appreciated by others as well.

Define goals
This section of the candidate's portfolio should reflect the candidate's
professional goals for the next few years. This section must be explored to
stress howmuch a candidate is willing to get this job and how this job suits
the candidate's overall career goal and career map. A strategic way to do this
is by exploring and locating any challenges the company might be facing or
witnessing and how a candidate plans to handle them in case thes/heis offered
the position.

Conclude with prominent points

Candidate can conclude his/her portfolio with a crisp statement that presents
important details about his/her candidature.

Choose the most effective medium to design portfolio

There can be a variety of ways in which a portfolio may be designed. The
most important question is what suits the candidate and what can be the most
effective way for the candidate. For example, a web developer may create a
website to design his/her portfolio where s/he can portray his/her technical
and creative acumen. The key is to identify what suits the candidate.

Keep working on the portfolio

With the career escalation, the skills and qualifications also evolve
simultaneously. The upgraded versions of candidate’s skills, qualifications
must be regularly updated in the portfolio. Candidate’s portfolio should
communicate the message that his/her skills are being updated and upgraded
and s/he is not stagnant rather is growing professionally.

Make it easy to comprehend

Use good language and the structure of the sentences should be apt with no
grammatical errors.

12.6 INTERVIEW
Interview refers to a formal, in-depth conversation between two or more
persons, wherein the exchange of information takes place, with a view of
checking a candidate’s acceptability for the job. Interviews are considered to
be the most practical way to understand the personality traits of the
interviewee. There are various ways in which the interviewer can assess the
candidate. S/he may ask technical or subject-based questions to check the
technical acumen of the candidate, certain HR-based questions can be asked
to check the behavioural skills of the candidates.The time range of an
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n interview iss a subjectivve matter. Thhe interview
ws may be 5m minutes longg to one
Orgganisation
hour or eveen more. Som metimes thee candidate iis selected inn just 5minuutes and
sometimes a candidate may even get g rejected aafter an houur-long intervview. It
all dependss on how cllearly and confidently
c t candidatte creates thhe right
the
impression in the mindd of the interv viewer.

12.7 TYPES OF INTER

RVIEWS
S
There are many
m types of interview
ws that servee different scenarios.
s Knnowing
what to exppect can helpp a candidatte to meet hiis/her goals. In this sectiion, we
will discusss some commmon forms ofo interviewss.

1. Screenning or Telephonic intterview- Caalling a canddidate at thee office

premisses, organisiing the inteerviews andd engaging the workfoorce to
coordinnate these interviewss has its own cost. Sometimees, the
organissations opt for initiall screeningg of the candidates
c tthrough
telephoonic intervieews so that certain
c goodd and promissing candidaates can
be idenntified. In thhese types off interviews,, a preliminaary check abbout the
candiddate’s confiddence, com mmunication,, and claritty of thougghts is
assesseed. Suitable candidates are then callled for the other roundd of the
interview.

2. Person nal intervieew- This is the most coommon typee of intervieew and
usuallyy takes placce in personn at the orgganisation’s headquarterrs. The
duratioon of the personal inteerviews mayy vary from m 5 minutess to 60
minutees.

3. Behavviour-based interview- This interviiew method goes much deeper

than thhe usual intterview metthod. It reqquires thorouugh preparaation of
concrete exampless that demon nstrate canddidates’ attriibutes in keyy areas
such as
a teamworkk, problem-ssolving abiliities, creativ vity, flexibility and
organissational strenngth.

4. Task-bbased intervviews or Tessts- These tyypes of interrviews are deesigned

to be creative
c and analytical inn solving prroblems acrooss various tasks
t or
assignm
ments. It maay include a short test too assess a caandidate's teechnical
knowleedge and skiills.

5. Stress interview- This intervview method is rare annd the interrviewer

promptts to see a candidate’’s reaction. The point is to highhlight a
candid
date’s weaknnesses and see how theyy react undeer pressure. Tactics
can rannge from coonstant interrruptions andd weird silen
nces to challlenging
questioons which caan push the candidate
c ovver the edge.

6. Manag gement-basedinterview w-In these innterviews, ceertain managgement-

based situations
s caan be given to the candidates and thhe manageriaal skills
can be assessed. A At times certaain case studdies or live situations
s in a team
can be put in frontt of the canddidate and thhen he may be b asked to analyze
a
the situuation accorddingly.
7. Focuseed intervieews- For certain
c speccialized jobbs, the analytical
approaach of the caandidate mayy be assesseed. Certain situations
s off a live-
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are very focused as they specifically check the aptitude of the candidate
by putting them across the daily challenges which they would face in
their day-to-day work.
8. Exit interviews- In present times, most of the organisations go for exit
interviews. These are done when an employee exits from the
organisation for one or the other reason. The organisations conduct such
interviews to get the feedback about the organisations functioning which
will help them assess their situation.

12.8 PROCESS OF AN INTERVIEW

The process of an interview is a multi-stage process and takes place to hire
new employees. There are certain steps involved in the interview process.
These are:
● Job description
● Advertising thejob
● Screening
● Scheduling interview
● Preliminary interview
● Personal interview
● Follow-up
● Hiring
Interview in itself is not the only step in the whole process. It starts with
designing the job description which gives the details of the qualifications,
attributes, and skills expected etc. After finalizing the job description, the job
is posted and the applications are invited.These applications are then screened
and then interviews are scheduled. Applications are then screened and
shortlisted. The shortlisted candidates are called for the preliminary rounds of
interviews. Further shortlisting is done and then the final round of interviews
is conducted. After this stage, the best candidate is hired.

12.9 GROUP DISCUSSION

Group discussion (GD) is not only about 'talking'- not even about 'talking
sense' but it is more than talking sense. It also includes practising a
candidate's intellectual capacities to thoroughly consider the subject, pay
attention to the perspectives of the other individuals, incorporating their
perspectives with the candidate’s own, and assisting the GD with showing up
a consistently intelligent answer for the issue being talked about.

Debating and public talking are one-to-numerous correspondence

circumstances though a GD is a many-to-numerous circumstance. To put it
simply, in a GD, it is the perspective of the whole gathering that matters the
most, unlike that of a debate or public speaking.
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n In a GD, the time deesignated iss implied annd is intendded for the whole
Orgganisation
gathering and
a not to any one person.
p During the asssigned time,, every
individual from the grroup will taake part andd each mem mber needs to pay
attention too the persppectives of other indivviduals in the t group. It is a
conversatioon and the sppeaker will be 'intrudedd' by other inndividuals frrom the
gathering while
w s/he iss talking. Liikewise, eveery member attempts to "grab"
the opportuunity to talk or make sinccere attemptts to drive thhe discussionn.

Need for a group discussion

A GD estim mates certainn properties of the applicants that arre generally hard to
recognize and
a tedious to evaluate. Various inddividuals whho can impaart their
thoughts well
w and exxamine succcessfully w with others in a coordinated
circumstance become silent in a GD. G A GD distinguishees individuaals who
have such abilities andd individualss who don't. Then, at thhat point, thhere are
certain inddividuals w who will makem excelleent audiencce memberss in a
coordinatedd circumstaance yet wiith regards to being inndividuals from f a
gathering, their
t listeninng abilities simply
s evaporate and alll they appeaar to be
keen on is their voice being heardd by the grouup. In any GD, G the indiividuals
ought to haave the tolerrance and ab bility to pay attention to the perspecttives of
different inndividuals from
fr the gatthering. A G GD is in th his manner utilized
u
viably by selectors
s to survey whetther the applicant has thhose skills reequired
by the orgaanisation or nnot.

12.10 TYPES OF GROU

UP DISCUSSION
NS
Group disccussions cann be dividedd into three broad categgories based on the
topic/issue given for discussion:
1. Topic-based groupp discussionss
2. Case-bbased group discussions (also called Case Studiees), and
3. Articlee-based grouup discussion
ns
Now let us understand each type off discussion below.
1. Topic--based grou
up discussion
n
In a topicc-based grouup discussiion the toppics that are given in group
discussionss can be classified into;

● Inform
mation based topics
● Non-kknowledge-bbased topics
These classifications are explaained below -
● Inform
mation-baseed topics
mation-based topics expeect candidatees to be well-read. Inform
Inform mation-
based subjects falll into variouus classificattions dependdent on the kind
k of
mation requireed.
inform
● Non-K
Knowledge-b
based topicss
Non-innformation-bbased points are those thhat do not neeed any inforrmation
base inn a particulaar area for a candidate to have thee option to discuss
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in discussing such subjects. Candidate’s common information and
presence of mind will help him/her in taking on these types of topics.
Non-information-based points themselves can be classified into two
areas – substantial subjects and theoretical or conceptual themes.

a. Substantial topics
While there is a great deal of conversation conceivable on these subjects,
the focal point of conversation is extremely clear, independent of who
talks about these themes.

b. Conceptual themes
Conceptual themes are those with regard to which the actual
understanding can fluctuate from one individual to another. Discussions
on these themes can be exceptionally shapeless. Inthese GDs, a candidate
has to think out of the box and needs to come up with multiple
interpretations.

2. Case-based group discussions

In such discussions, a hypothetical situation or a situation from real life
is given which is then floated to the group. The group is then asked to
discuss the situation and try to interpret and analyse the situation. This
type of GD is used to assess the analytical ability of the candidate.

3. Article-based group discussions

These GDs cover a wide range of areas, like current affairs, politics,
economics, and technology, etc. The participants are given 4-5 minutes
to read the article and are then asked to hold a regular group discussion
of around 10-15 minutes on the article.

Group discussions are important as they help the recruiters to assess the
problem solving and analytical abilities of the candidates.

12.11 OFFER LETTER

An offer letter is a part of formal business communication. It is usually
written by any organisation which promises to offer a job, placement,
internship, part-time job to any selected candidate. The offer letters are
usually written by the HR department of an organisation. The offer letter as
the name suggests offers the complete information of the job, the profile
being offered. It consists of the terms and conditions of the employment i.e.
the salary package being offered, tenure of bond (if any), details of incentives
based upon the performance, joining date, entry and exit policy of the
organisation, medical insurance, earned and casual leaves etc.
A professionally written offer letter must be transparent which means that the
terms and conditions of the employment should be clearly written without
any hidden information. The terms and conditions should be easily
understood by the reader as well. The offer letter is of significance because in
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o o is caught in any
untimely, or
Orgganisation
malicious act
a then at thhat time the terms and coonditions in the offer lettter can
act as an im
mportant poinnt of referennce.

12.12 SU
UMMAR
RY
In this com mpetitive wworld, everyy candidate wishes to secure a luucrative
employmennt offer. Som me of the ideal
i charactteristics which every reecruiter
would like to see in anyy candidate are clarity of thoughts, proactive
p appproach,
emotional balance
b and sound acadeemic knowleedge with go ood communnication
skills. Everry candidatee should preppare an effecctive CV/ressume or a poortfolio
which can help the canndidate to market
m himseelf effectively. The interrview is
the first steep that every candidate comes acrosss. The interview is a metticulous
discussion that takes pllace betweenn an intervieewer and an interviewee. Every
interview is i a selling process whhere the canndidate is a seller and triest to
present him mself/herselff effectively
y so that thee recruiter can offer himm/her a
good job opportunity.
o Interviews have certainn rules and regulationss which
every candiidate must keep
k in mindd. Apart from
m interviews, group discuussions
also assess various perrsonality traiits in a canddidate such asa group behhaviour
skills, leaddership skillls, patiencee, communnication skillls and abiility to
convince ettc.

12.13 KEYWO
K ORDS
Group Disscussion: A GD is a platform w where few people
p analyyse and
discuss a to
opic in ordeer to developp a holistic uunderstandinng of the toppic and
develop inssights about the topic in order to reacch a sensiblee conclusionn.
Video-Resume: A videeo resume iss a short viddeo made by a candidate for the
purpose of employmennt.
Interview Portfolio:A A portfolio is a detaiiled view of o the canddidate’s
qualificatioons, skill-setss and also prrovides a sam
mple of his/hher work.
Interview: Interview rrefers to a formal,
fo in-deepth converssation betweeen two
or more peersons, wherrein the excchange of innformation takes
t place, with a
view of cheecking a canndidate’s acceptability foor the job.
Offer Letter: An offerr letter is a part
p of formaal business communicati
c ion and
is usually written byy any organnisation whiich promisees to offer a job,
placement, internship, ppart-time jobb to any seleected candidaate.

12.14 SE
ELF-ASS
SESSME
ENT QUE
ESTION
NS
1) What are
a the varioous points too be consideered while crreating an efffective
Video--Resume?
2) Do canndidates agreee with the statement
s thaat “An effecctive portfoliio gives
candiddates an edgee over otherss in an intervview”? Why??
3) What is
i an intervieew?
4) What are
a the various types of an
a interview
w?
5) Explain
n the interviiew process??
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12.15 REFERENCES AND FURTHER READINGS Communication
for Employment

Blackburn-Brockman, E., & Belanger, K. (2001). One page or two?: A

national study of CPA recruiters' preferences for resume length. The Journal
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