Interview

PRESENTATION ON
ADDIE MODEL,INTERVIEW
DO’S & DON’TS AND TYPES
OF INTERVIEWS
NAME- ADITI PANDEY

INSTITUTION-GALGOTIAS
INSTITUTE OF MANAGEMENT AND
TECHNOLOGY
WHAT IS ADDIE?
AT ITS CORE, ADDIE FOLLOWS A FIVE STEP APPROACH USED IN INSTRUCTIONAL DESIGN.
HOWEVER, OVER THE YEARS, IT HAS MORPHED FROM A LINEAR APPROACH TO A MORE
CIRCULAR APPROACH, AS INSTRUCTIONAL DESIGNERS HAVE BEGUN CREATING
ITERATIONS OF THEIR COURSES.
BEFORE WE DIVE INTO THE FIVE STEPS OF ADDIE, THINK ABOUT SOMETHING YOU DO ON A
REGULAR BASIS – FOR EXAMPLE, GROCERY SHOP.
LET’S ASSUME THAT YOU ARE PREPARING THE WEEKLY GROCERY LIST. FOR MANY OF US,
THE FIRST THING WE DO IS TAKE AN INVENTORY OF WHAT ITEMS WE CURRENTLY HAVE ON
HAND AND WHAT OUR GOALS ARE FOR MEALS THAT WEEK.
AFTER COMPLETING THAT STEP, WE MAY WRITE A GROCERY LIST, FOLLOWED BY A MEAL
PLAN.
ONCE WE HAVE THAT, IT’S OFF TO THE GROCERY STORE TO PICK-UP THE ITEMS ON THE LIST
AND THROUGHOUT THE WEEK, PREPARE MEALS. AT THE END OF THE WEEK, WE MAY PAUSE
AND ASK OURSELVES IF THE PLAN WENT AS EXPECTED OR IF WE NEED TO MAKE CHANGES.
• NOW, LET’S TAKE A CLOSER LOOK AND SEE HOW THAT SAME PROCESS APPLIES
TO COURSE CREATION.
• ANALYSIS
• DESIGN
• DEVELOPMENT
• IMPLEMENTATION
• EVALUATION
ANALYSIS
IN THIS STEP, YOU ARE DOING YOUR RESEARCH. IN A TRADITIONAL BUSINESS OR

EDUCATION SETTING, THIS IS THE STEP WHERE YOU ARE REVIEWING EXISTING
MATERIALS, SEARCHING FOR KNOWLEDGE GAPS, AND DETERMINING WHAT WORKS AND
WHAT HASN’T WORKED AS WELL AS PLANNED. AS AN INDIVIDUAL COURSE CREATOR, THE
ANALYSIS STEP MAY TAKE PLACE IN FOCUS GROUPS OR BY JOINING SOCIAL MEDIA
COMMUNITIES TO DETERMINE THE NEEDS OF YOUR TARGET AUDIENCE.
ONE POPULAR METHOD OF ANALYSIS ASKS THESE QUESTIONS AS PART OF THE
INFORMATION GATHERING PROCESS:
• WHO IS MY AUDIENCE?
• WHAT IS THE COURSE ABOUT?
• WHEN IS THE COURSE LAUNCHING?
MANY YEARS AND THE ANALYSIS STEP IS ONE THAT IS OFTEN OVERLOOKED. TAKING THE
TIME TO DO A THOROUGH ANALYSIS CAN SAVE TIME AND MONEY LATER IN THE PROCESS.
RATHER THAN BUILD A COURSE YOU THINK YOUR AUDIENCE WANTS, USE THE ANALYSIS
DESIGN
DESIGN IS THE SECOND STEP IN THE ADDIE TRAINING PROCESS FREQUENTLY, DESIGN AND
DEVELOPMENT GO HAND IN HAND. IN THE DESIGN STEP, CRITICAL DECISIONS WILL BE MADE
ABOUT THE COURSE AND HOW IT WILL BE DELIVERED. WHAT LEARNING BARRIERS DO STUDENTS
FACE?
• WILL THE COURSE BE VIDEO ONLY OR WILL THERE BE INTERACTIVE COMPONENTS?
• HOW CAN THE COURSE BE MADE ACCESSIBLE FOR DIFFERENT LEARNING NEEDS?
• WILL THE COURSE BE A BLENDED MIX, WITH SOME CONTENT DELIVERED LIVE AND OTHER
ELEMENTS PRE-RECORDED?
DIFFERENT DELIVERY STRATEGIES WILL IMPACT THE OVERALL COURSE DESIGN AND
POTENTIALLY YOUR BUDGET. AFTER DETERMINING HOW THE COURSE WILL BE DELIVERED, THE
NEXT PART OF DESIGN IS TO DETERMINE THE ORDER THE CONTENT WILL BE DELIVERED. THIS IS A
GREAT TIME TO PUT TOGETHER A SMALL FOCUS GROUP AND GATHER FEEDBACK ABOUT THE
DESIGN. ONCE YOU ARE CONFIDENT YOU HAVE THE ELEMENTS YOU NEED, IT’S TIME FOR ONE OF
MY FAVORITE ASPECTS OF COURSE CREATION, CREATING A STORYBOARD. IF YOU HAVE NEVER
USED A STORYBOARD, HERE’S A GREAT ABOUT HOW TO CREATE AN ELEARNING STORYBOARD,
WITH TEMPLATES THAT YOU CAN USE.
IN SIMPLEST TERMS, THE STORYBOARD IS THE ROADMAP FOR YOUR COURSE AND CAN BE USED
TO KEEP EVERYONE WORKING ON THE COURSE ORGANIZED AND WORKING TOWARDS THE SAME
DEVELOPMENT
THIS IS WHERE THE ACTUAL COURSE CREATION OCCURS. WHEN I BUILD COURSES, I
LIKE TO ADD THE IMAGES, AUDIO CLIPS, ETC. TO MY STORYBOARD WHILE OTHERS
PREFER TO GATHER ASSETS IN THE DEVELOPMENT PHASE. THERE IS NO “RIGHT” WAY
TO DO THIS. ONE THING TO KEEP IN MIND, IF YOU GATHER ALL YOUR ASSETS UP
FRONT, THE DEVELOPMENT PORTION OF CREATING YOUR COURSE WILL GO MORE
QUICKLY. WHO HASN’T LOST A FEW HOURS SEARCHING FOR THE PERFECT IMAGE?
IN THE DEVELOPMENT STEP, BE PREPARED TO TEST AND REVIEW FREQUENTLY.
CHECK FOR ACCURACY OF CONTENT, THE LOOK, FEEL, FLOW OF THE COURSE, AND
THEN YOU WILL BE READY TO IMPLEMENT.
IMPLEMENTATION
THIS IS WHEN YOU WILL BEGIN LOADING CONTENT INTO THE LEARNING
MANAGEMENT SYSTEM, FOR EXAMPLE, THINKIFIC. DURING IMPLEMENTATION, YOU
WILL ALSO BE CHECKING TO ENSURE ALL CONTENT FUNCTIONS, STUDENTS CAN
ENROLL, AND ACCESS CONTENT, ASSESSMENTS AND SURVEYS HAVE BEEN ADDED,
AND THE COURSE IS READY TO LAUNCH.
EVALUATION
WHILE LISTED AS THE FIFTH AND FINAL STEP, THIS IS ONE THAT YOU WILL
CONTINUALLY IMPLEMENT.
DURING THE EVALUATION FOCUS ON IF THE COURSE HAS MET THE GOALS FOR
THE COURSE, IMPLEMENTING FEEDBACK FROM THE LEARNERS, AND
POTENTIALLY MAKING CONTENT CHANGES OR UPDATES.
BASED ON YOUR FINDINGS DURING THE EVALUATION PHASE, YOU’LL GO BACK
TO REFINE YOUR TRAINING THROUGH ANALYSIS, DESIGN, AND IMPLEMENTATION
ALL OVER AGAIN
INTERVIEW DO’S AND DON’T
INTERVIEW DO’S
• DRESS APPROPRIATELY FOR THE INDUSTRY; ERR ON THE SIDE OF BEING
CONSERVATIVE TO SHOW YOU TAKE THE INTERVIEW SERIOUSLY. YOUR PERSONAL
GROOMING AND CLEANLINESS SHOULD BE IMPECCABLE.
• KNOW THE EXACT TIME AND LOCATION OF YOUR INTERVIEW; KNOW HOW LONG IT
TAKES TO GET THERE, PARK, FIND A REST ROOM TO FRESHEN UP, ETC.
• ARRIVE EARLY; 10 MINUTES PRIOR TO THE INTERVIEW START TIME [OR EARLIER IF THE
EVENT OR EMPLOYER INSTRUCTS YOU TO DO SO].
• TREAT OTHER PEOPLE YOU ENCOUNTER WITH COURTESY AND RESPECT. THEIR
OPINIONS OF YOU MIGHT BE SOLICITED DURING HIRING DECISIONS.
• LISTEN TO BE SURE YOU UNDERSTAND YOUR INTERVIEWER'S NAME AND THE
CORRECT PRONUNCIATION.
• EVEN WHEN YOUR INTERVIEWER GIVES YOU A FIRST AND LAST NAME, ADDRESS YOUR
INTERVIEWER BY TITLE (MS., MR., DR.) AND LAST NAME, UNTIL INVITED TO DO
OTHERWISE.
• SIT STILL IN YOUR SEAT; AVOID FIDGETING AND SLOUCHING.
INTERVIEW DON’TS
• UNPREPARED FOR INTERVIEW – LACK OF KNOWLEDGE OF THE ORGAN. AND/OR AVAILABLE

POSITIONS. DID NOT RESEARCH THE ORGANIZATION!
• OVERBEARING – OVER AGGRESSIVE – CONCEITED – SUPERIORITY COMPLEX – KNOW-IT-ALL
• INABILITY TO EXPRESS SELF CLEARLY AND EXPLAIN STRENGTHS – POOR COMMUNICATION
SKILLS
• LACK OF CAREER PLANNING – NO PURPOSE, GOALS OR DIRECTION, NOT FOCUSED ON WHAT
HE/SHE WANTS TO DO
• ASKS NO QUESTIONS ABOUT THE JOB/COMPANY
• LACKS INVOLVEMENT IN CAMPUS ACTIVITIES
• DOES NOT BELONG TO PROFESSIONAL ASSOCIATION ASSOCIATED WITH HIS/HER MAJOR
• POOR COMMUNICATION SKILLS – USES SLANG – IMPROPER GRAMMAR
• LACK OF ENTHUSIASM, DOESN’T SMILE, APPEARS UNINTERESTED
• POOR APPEARANCE – INAPPROPRIATELY DRESSED FOR INTERVIEW
• LACK OF CONFIDENCE – NERVOUSNESS (TO A FAULT) – ILL AT EASE
TYPES OF INTERVIEWS
• UNSTRUCTURED (NONDIRECTIVE) INTERVIEW
N UNSTRUCTURED INTERVIEWS, THERE IS GENERALLY NO SET FORMAT TO
FOLLOW SO THAT THE INTERVIEW CAN TAKE VARIOUS DIRECTIONS. THE LACK
OF STRUCTURE ALLOWS THE INTERVIEWER TO ASK FOLLOW-UP QUESTIONS
AND PURSUE POINTS OF INTEREST AS THEY DEVELOP.
• STRUCTURED (DIRECTIVE) INTERVIEW
IN STRUCTURED INTERVIEWS, THE INTERVIEWER LISTS THE QUESTIONS AND
ACCEPTABLE RESPONSES IN ADVANCE AND MAY EVEN RATE AND SCORE
POSSIBLE ANSWERS FOR APPROPRIATENESS.
AN INTERVIEW CONSISTING OF A SERIES OF JOB-RELATED QUESTIONS ASKED
CONSISTENTLY OF EACH APPLICANT FOR A PARTICULAR JOB IS KNOWN AS A
STRUCTURED INTERVIEW.
• SITUATIONAL INTERVIEW
IN A SITUATIONAL INTERVIEW, YOU ASK THE CANDIDATE WHAT HIS OR HER
BEHAVIOR WOULD BE IN A GIVEN SITUATION. CANDIDATES ARE INTERVIEWED
ABOUT WHAT ACTIONS THEY WOULD TAKE IN VARIOUS JOB-RELATED
SITUATIONS. SITUATIONAL INTERVIEWS ASK INTERVIEWEES TO DESCRIBE HOW
THEY WOULD REACT TO A HYPOTHETICAL SITUATION TODAY OR TOMORROW.
TYPES OF INTERVIEWS
• BEHAVIORAL INTERVIEW
IN A BEHAVIORAL INTERVIEW, YOU ASK APPLICANTS TO DESCRIBE HOW THEY
REACTED TO ACTUAL SITUATIONS IN THE PAST. .CANDIDATES ARE ASKED
WHAT ACTIONS THEY HAVE TAKEN IN PRIOR JOB SITUATIONS SIMILAR TO
SITUATIONS THEY MAY ENCOUNTER ON THE JOB. THE INTERVIEWERS ARE
THEN SCORED USING A SCORING GUIDE CONSTRUCTED BY JOB EXPERTS.
• STRESS INTERVIEW
IN A STRESS INTERVIEW, THE INTERVIEWER SEEKS TO MAKE THE APPLICANT
UNCOMFORTABLE WITH OCCASIONALLY RUDE QUESTIONS. THE AIM IS
SUPPOSEDLY TO SPOT SENSITIVE APPLICANTS AND THOSE WITH LOW OR HIGH
STRESS TOLERANCE.
• PANEL INTERVIEW (BOARD INTERVIEW)
A PANEL INTERVIEW, ALSO KNOWN AS A BOARD INTERVIEW, IS AN INTERVIEW
CONDUCTED BY A TEAM OF INTERVIEWERS, WHO INTERVIEW EACH
CANDIDATE AND THEN COMBINE THEIR RATINGS INTO A FINAL SCORE.
TYPES OF INTERVIEW
• THE GROUP INTERVIEW

SEVERAL CANDIDATES ARE INTERVIEWED AT ONCE. GENERALLY, THEY CAN
DISCUSS JOB-RELATED MATTERS AMONG THEMSELVES WHILE ONE OR MORE
OBSERVERS RATE THEIR PERFORMANCE. THIS TYPE OF INTERVIEW IS USUALLY
CONSIDERED MOST APPROPRIATE IN SELECTING MANAGERS; IT CAN ALSO BE
USED WITH GROPES OF CURRENT EMPLOYEES TO EVALUATE THEIR POTENTIAL
FOR SUPERVISORY ROLES.
• DEPTH INTERVIEW
THESE ARE CONDUCTED TO CUSTOMIZE INDIVIDUAL RESPONSES. THE
QUESTIONS WILL DEPEND ON WHAT KIND OF ANSWERS ARE GIVEN. EVEN
INTERVIEW CLIMATE INFLUENCES THE RESPONDENTS. THE SUCCESS OF
INTERVIEWS DEPENDS ON THE RAPPORT OF THE INTERVIEWERS ESTABLISHED
WITH THE RESPONDENTS.

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PRESENTATION ON

NAME- ADITI PANDEY

IN THIS STEP, YOU ARE DOING YOUR RESEARCH. IN A TRADITIONAL BUSINESS OR

• UNPREPARED FOR INTERVIEW – LACK OF KNOWLEDGE OF THE ORGAN. AND/OR AVAILABLE

• THE GROUP INTERVIEW

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