CAREER - ROLES & SKILLS

What Is Career Management?

Career management is the process through which
people:
Become aware of their own interests, values, strengths,
and weaknesses
Obtain information about job opportunities within the
company
Identify career goals
Establish action plans to achieve career goals

Career Graph- Sales

Sales Leadership
Sales Management
Field Sales
Key Account Manager / Account Manager
Business Development Manager
Channel Managers
Strategic Sales / Solution Sales
Application Sales
Retail & Contact Center
Inbound/ Outbound
Retail / Automobile etc...
Sales Support
Pre-sales
Post-sales
Sales Logistics
Customer Service

Career Graph- Marketing

Chief Marketing Officer

Marketing Head
Senior Marketing Manager/ Marketing Manager
Marketing Executive
Brand Manager
Brand Executive
Market Research Executive
Account Managers ( Advertisement, Media )
Strategic Planner ( Advertisement , Media)
Media Planning
Digital Media Executive etc

Career Graph -Finance

Entry Level
Research Analyst
Financial Analyst
Relationship Manager
Middle Level
Finance Manager
AVP
DGM ( Finance)
Branch / Ops Manager
Sales Manager - Corporates
Associate Consultant
Investment Banker
Senior Level
VP/Sr.VP
CFO / CEO
Financial Controller
Ops Head
Financial Consultant

Career Graph- IT

Leadership
CTO Chief Technology Officer
CIO Chief Information Officer
Director IT
Middle Management
ERP Consultants
Project Managers
IT Managers
Information Systems Managers
Information Security Managers
Junior Management
Business Analysts
Technical Analysts
ERP Consultant
Project Leads
Audit Manager

Essential Skills

Understanding Customers

Customer Characteristics
Customer Motivations
Customer Need
Customer Constraints
Customer Decision making
Finding the optimal Solution to Customers problems
Be Customer-centric

Communication

Asking the RIGHT questions

Clarity and Content
Comprehension
Concern
Reinforcing the message
Active Listening
Interest, Engagement
Be Concise
Avoid Jargons

Verbal Communication: Listening

Pay
Attention

Monitor
Non-Verbal
Paraphrase
& Repeat

Make No
Assumptions

Effective Active
Listening

Encourage
Buyer to Talk

Visualize

Presentation

Presenting your product/service well

Differentiate
Establish Credibility
Build Desire
Move one step ahead

Organization
Be well-organized
Information about customers, prospects, product,
competitors
Be able to use right information at the right time

Self-motivation
Rude Customers
Lengthy Sales Process
Difficult Prospects

Creativity & Innovation

New ideas/ Breakthrough ideas

Useful ideas
Leading to better results using lesser resources
Domain specific Knowledge
Generate alternatives
Engage in divergent thinking
Suspend judgment
Take risks
The flow of creativity

Relationship Management

Show Respect
Build Trust
Add value
Be ethical
Making a connection
We like, trust, and believe people who like us

Personal Qualities

Integrity
Honesty
Trust-worthy
Helpful & Concerned
Positive
Energetic

An Introduction to Teamwork

What is a Team?
Two or more individuals
with a high degree of
interdependence geared
toward the achievement
of a goal or the
completion of a task.
Teams make decisions,
solve problems, provide
support, accomplish
missions, and plan their
work.

How is a Team Different from

a Group or Committee?
Teams embody a collective action arising out of task
interdependency
Members of the team agree on the goal
Members agree that they must work together to achieve
the goal
Each member is viewed as having one or more
important roles to play to successfully achieve the goal
There is less hierarchy within the unit than in most work
groups

There are Many Types of Teams

Examples of Teams:
Athletic Team people working together to win a game
Natural Work Group people working together every
day in same office with similar processes and equipment
Business Team cross-functional team overseeing a
specific product line or customer segment
Improvement Team ad hoc team with responsibility for
improving an existing process

Understanding
group behavior
Group Content - what is being said, the words, the discussion
Group Process - how the group works, methods, ways of making
decisions, how people participate

Aspects of Group Process:

Communication

Who talks to whom?

Who interrupts and how is it handled?
How are quiet members treated?
High and low participators? Shifts in
participation levels?
Do people look at each other when they talk?
How are new members treated?

Aspects of Group Process:

Decision -making
What process does the group use to make decisions?
Is the process agreed upon by everyone?
Does the process change as group proceeds?
Does anyone make a decision and carry it out without
agreement from the others?
Is there evidence of a majority pushing a decision
Are minority opinions heard?

Aspects of Group Process: Problemsolving

Does the group take time to understand the
problem?
Is the problem well articulated?
Is there time for brainstorming creative
solutions?
Can the group move to from problem
identification, identifying possible solutions, to
selecting solutions and implementation?

Group Problem Solving

IDENTIFY PROBLEM
Presentation

Generate ideas

Involve people
Listen for common
Themes

Details/Finish

Organize ideas

Motivate

Evaluate alternatives

Monitor progress

Manage conflict
Find resources
Get information

Assign responsibilities

Develop plan

Recognizing Dysfunctional
Behavior

Blocking
Aggression
Dominating
Withdrawing
Out of field behavior

Team Roles: Task

Initiating
Seeking and Giving Information
Clarifying
Summarizing
Consensus Taking
Accountability

Team Roles: Relationships

Communication Gatekeeping
Encouraging
Resolving Conflict
Acknowledging Feelings
Setting Standards/Norms
Openness

Attitudes for Effective Teamwork

Appreciation for value of team decisions

Respect for team members
Mutual trust
Openness to feedback
Reflection on group process and interest in
improving
Shared vision

Characteristics of
Effective Teams?

Members have a clear goal

The focus is on achieving results
There is a plan for achieving the goal
Members have clear roles
Members are committed to the goal
Members are competent
They achieve decisions through consensus
There is diversity among team members
Members have effective interpersonal skills
They know each other well and have good relationships

More Characteristics
Each member feels empowered to act, speak up, offer
ideas
Each member has a high standard of excellence
An informal climate and easiness exists among
members
The team has the support of management
The team is open to new ideas
There is periodic self-assessment
There is shared leadership of the team
The team is a relatively small size
There is recognition of team member accomplishments
There are sufficient resources to support the team work

Effective Team-Building
There must be frequent
and prolonged contact
Team members come
together around a
specific goal or project

Effective teams go
through four stages of
team development

Four Stages of Team Development

Forming
Storming
Norming
Performing

Every effective team

goes through these
life cycle stages

Forming
Team members are introduced and begin getting
to know each other
Goals and tasks are established
Generally polite behavior among members
Norms are not understood

Storming
Members are sizing
each other up and may
feel more comfortable
and voice their views
Members may compete
for team roles
May argue about goals
or how they should be
accomplished
May choose sides
against other members

Norming
Once issues are
resolved, agreement
occurs around team
norms and expectations

Trust and common

interests are developing
Roles and objectives
are clarified and
understood

Performing
Members make
contributions and are
motivated by results
Leadership is shared
according to members
knowledge and skills
Norms and culture are
well understood
Tasks get accomplished
effectively and
efficiently

EMOTIONAL
INTELLIGENCE

IQ vs EQ

Definition of Intelligence
The ability to learn or understand or to deal with new
or trying situations : the skilled use of reason
The cognitive abilities of an individual to learn from
experience, to reason well, and to cope effectively with
the demands of daily living.

What Do We Know About IQ?

Predicts school grades relatively well
Does not predict success in life
Predicts 6% of job success
Peaks in late teens
Culture-bound, Gender Bias, SES

Racial controversies
Gets you in the door
Professional schools (medicine, dentistry, law)
Can help you get hired (Harvard MBA)
Static

Gardners Seven Intelligences

Intelligence Core Components
Logicalmathematical

Linguistic

End-States

Sensitivity to, and capacity to discern, logical Scientist

or numerical patterns; ability to handle long Mathematician
chains of reasoning.
Sensitivity to the sounds, rhythms, and
meanings of words; sensitivity to the
different functions of language.

Poet
Journalist

Musical

Abilities to produce and appreciate rhythm,

pitch, and timbre; appreciation of the forms
of musical expressiveness.

Violinist
Composer

Spatial

Capacities to perceive the visual-spatial

world accurately and to perform
transformations on ones initial perceptions.

Sculptor
Navigator

Gardners Seven Intelligences

Intelligence Core Components

End-States

BodilyKinesthetic

Abilities to control ones body

movements and to handle objects
skillfully.

Dancer
Athlete

Interpersonal

Capacities to discern and respond

appropriately to the moods,
temperaments, motivations, and desires
of other people.

Therapist
Salesman

Intrapersonal

Access to ones own feelings and the

ability to discriminate among them and
draw upon them to guide behavior;
knowledge of ones own strengths,
weaknesses, desires, and intelligences.

Person with
detailed
accurate selfknowledge

What Is Emotional Intelligence?

Emotional intelligence involves the abilities to perceive,
appraise, and express emotion; to access and/or generate
feelings when they facilitate thought
to understand emotion and emotional knowledge and
to regulate emotions to promote emotional and
intellectual growth
Mayer & Salovey (1997)

Emotional intelligence is an array of non-cognitive

capabilities, competencies, and skills that influence
ones ability to succeed in coping with environmental
demands and pressures

Emotionally Intelligent Behaviour?

Non-Ability Factors Role:

"individuals with identical IQ's may differ very

markedly in regard to their effective ability to
cope with their environment
Wechsler

Decades of research now point to emotional

intelligence as being the critical factor that sets
star performers apart from the rest of the pack.
The connection is so strong that 90% of top
performers have high emotional intelligence.

Emotional intelligence is the "something" in

each of us that is a bit intangible. It affects
how we manage behavior, navigate social
complexities, and make personal decisions
to achieve positive results.
E.I. Is The Set Of Abilities That Helps Us Get
Along In Life With Other People In All Kinds
Of SituationsMaurice Elias, Rutgers U.

Emotional IQ has 5 components

Self awareness
Managing emotions
Motivating ourselves
Empathy
Resolving conflicts/handling
relationships

We are not born with social skills; we

must learn them.

EI Factors
Intra-Personal
Emotional Self-Awareness
Assertiveness
Self-Regard
Self-Actualization
Independence
Inter-Personal
Interpersonal Relationship
Empathy
Social Responsibility

Adaptability
Problem Solving
Flexibility
Reality Testing
Stress Management
Stress Tolerance
Impulse Control
General Mood
Optimism
Happiness

Adding The Tools To The Toolbox

Clear Communication
Empathy
Self Awareness
Decision Making
Problem Solving
Sharing
Patience
Listening

Caring
Getting Along With
Others
Gentleness
Perseverance
Self Motivation
Self Control

More Strategies
Peer Mediation
Deep Breathingexhale, Hold 2 Seconds-inhale

Yoga
Use Music To Build Self-esteem, Enhance Expression,
Spur Motor Development, Stimulate Listening &
Receptive Language
Lessons on hurtfulness of put downs followed by
discussion of put ups
Plan on handling feelingsthink rather than react
aggressively

Need To Model Gentleness

Sometimes nonverbal, supportive actions are all that is
needed in the situation
Dont say
its not as bad as that
big girls dont cry
boys dont cry
it didnt hurt

Identify Emotions
Ability
Accurately identify emotions in people and objects
Question Types
Identify emotions in faces, landscapes, and designs.
How the Ability May Be Used
"Read" people's moods for feedback.

Facilitate Thought
Ability
Generate an emotion and solve problems with that
emotion

Question Types
How moods impact thinking; relating feelings to
thoughts

How the Ability May Be Used

Creating the right feeling to assist in problem solving,
communicating a vision, leading people.

Understand Emotions
Ability

Understand the causes of emotions

Question Types
Multiple choice emotion vocabulary questions.
How the Ability May Be Used
Being able to predict how people will emotionally react.

Manage Emotions
Ability
Stay open to emotions and blend with thinking.
Question Types
Indicate effectiveness of various solutions to
problems.
How the Ability May Be Used
Integrate emotion and thought to make effective
decisions.

Negotiation skills

Negotiation- Introduction
Negotiation: A process of bargaining by which agreement
is reached between 2 or more parties.

We all negotiate every day in a wide range of work and

social situations.
It is important to know how to negotiate for a
number of reasons. During the negotiation course, we will
explore why negotiating skills are important for you to be
successful in business and in life.

Negotiation Skills

So, .......What is Negotiation?

Negotiation takes place when two or more people, with
differing views, come together to attempt to reach
agreement on an issue. It is persuasive communication
or bargaining.
Negotiation is about getting the best possible deal
in the best possible way.

Negotiation Skills

Types of negotiation
Distributive (win-lose)

Integrative (win-win)

Planning the negotiation

In any kind of negotiation the planning stage is probably the most important.
Too often in negotiations we go in badly prepared and end up giving
concessions that reduce the overall profitability of the final deal. The
importance of planning is in having a very clear idea before entering into the
negotiation.
1. What are my objectives?
2. What does the other side wish to achieve?
3. What information will influence the final outcome of the negotiation?
4. What concessions can I make?
5. How am I going to achieve my objectives?
6. What part will other people play in the negotiation?
Generally, the more time that is spent in planning and preparing for the
negotiation, the more beneficial will be the final outcome.

Objectives
Before entering into the negotiation, you need to have a clear idea of
your objectives and try to work out those of the other side. Ask
yourself the following questions:
1. What exactly do I wish to achieve from this negotiation?
2. Which of my objectives:
a. Must I achieve?
b. Do I intend to achieve?
c. Would I like to achieve?
3. What options or alternatives would be acceptable to me?
4. What are the other sides' objectives?
5. How does the other side see the negotiation?

Information
It has often been said that information is power. In any negotiation,
there will be 4 types of information that is important to the final
outcome.
1. What information do I have that the other side has also?
2. What information do I have that the other side does not have?
3. What information do I need to have before negotiating with the
other side?
4. What information does the other side need before it can negotiate
with me?
This can be particularly important when negotiating with people who
concentrate on price issues. What other things are important to this
person? What pressures does he have on him to conclude the deal?
How well is his company doing at the moment? How important is it
that he deals with my company? etc.

Concessions

Negotiating is a process of bargaining by which agreement is reached

between two or more parties. It is rare in negotiation for agreement
to be reached immediately or for each side to have identical
objectives.
More often than not, agreements have to be worked out where
concessions are given and received and this is the area where the
profitability of the final outcome will be decided.

When preparing for negotiation, it is advisable to write down a

realistic assessment of how you perceive the final outcome, find out
the limits of your authority within the negotiation and decide what
you are willing and able to concede in order to arrive at an
agreement which satisfies all parties.

Concessions have two elementscost and value

It is possible during negotiations to concede issues that have little cost
to you but have great value to the other side. This is the best type of
concession to make.
Avoid, however, conceding on issues that have a high cost to you
irrespective of their value to the other side.
When preparing for negotiations, ask yourself the following questions:
1. What is the best deal I could realistically achieve in this negotiation?
2. What is the likely outcome of the negotiation?
3. What is the limit of my authority? At which point should I walk
away?
4. What concessions are available to me? What is the cost of each
concession and what value does each have to either side?

Preparing for negotiations.

Put down Best deal, Acceptable deal & Worst acceptable deal
The best deal :
--------------------------------------An acceptable deal:
-----------------------------------------The worst acceptable deal:
--------------------------------------------

Negotiating Tactics
Controlling the climate
What we mean by this is the buyer making the salesperson
uncomfortable by becoming less friendly, or creating
conflict . In this cold climate the salesperson seeks to put
things right and is vulnerable to the other sides demands.

Negotiating Tactics
The use of silence
During the negotiation, you may make a proposal and find
the other party remains silent. This can be very difficult to
handle and often signals `disapproval to the inexperienced
negotiator. Just as nature abhors a vacuum, so silence
induces the need in people to talk.
If you have a proposal to make, make it and ask the other
side how he, or she feels about it. Having asked the
question, sit back and wait for the answer.
Whatever you do, don't change your offer as this could
seriously weaken your position.

Negotiating Tactics
The vice
A common technique used by negotiators when presented
with a proposal is to say You'll have to do better than that.
This can be a very powerful statement, especially when
used with broken record.

The most powerful way of dealing with this is to ask them

to be more specific. Whatever you do, don't weaken your
negotiating position in response to the vice by giving
anything away, too easily. This will only encourage repeat
behaviour.

Negotiating Tactics
List of complaints
This is where the buyer has a pre prepared list of
complaints, not necessarily 100% accurate, designed to
knock the confidence of the salesperson. Good
preparation and knowledge of the account can diminish
the effect of this. If necessary adjourn the meeting to
check out the list

Negotiating Tactics

Pre-conditioning
This can begin before you even get together, or start your negotiations with
the other party.
Let us take a sales example:
You telephone for the appointment and the other side says, aggressively:
"Don't bother coming if you are going to tell me about price increases. You'll
be wasting your time and I will be forced to speak to your competitors!
When you do arrive you are kept waiting in reception for half an hour, without
being told why. As you walk through the door into the other person's office
they indicate for you to sit down, but don't look up. Instead, they sit leafing
through your competitor's brochure, in silence, ignoring your efforts to make
conversation. You are given an uncomfortable low chair to sit in that happens
to be directly in line with the sun, shining into the office. At this stage, how
confident do you feel?

Negotiating Tactics
The use of higher authority
This can be a most effective way to reduce pressure in the
negotiation by introducing an unseen third party and can
also be effective in bringing the
negotiation to a close. I need to have this agreed by my
Board of Directors.
If they agree to the terms we have discussed, do we have a
deal?
Be careful to use this device sparingly so that the other
side does not begin to feel you have no decision-making
authority yourself.

Negotiating Tactics
Nibbling
Negotiations can be a tiring process. As the point draws near
when an
agreement is likely, both sides exhibit a psychological need to
reach agreement and get on with something else.
You are very vulnerable as the other side reaches for their pen
to sign the order form or contract to concede items that don't
significantly affect the final outcome.
Oh, by the way, this does include free delivery, doesn't it?
Oh, by the way, the price of the car does include a full tank of
petrol?
Watch out for this.

Negotiating Tactics
The good guy and the bad guy
You may have come across this tactic before or else seen it used in films or on
television. This is a tactic designed to soften you up in the negotiation.
For example, you are negotiating the renewal of your service contract with the
Buying Director and his Finance Director. You present your proposal and the
Buying Director suddenly gets angry and walks out in disgust muttering to
himself about how unfair you have been and how the `relationship' is well and
truly over.
You pick up your briefcase and are being shown the door when the Finance
Director smiles at you sympathetically and says
I'm terribly sorry about that. He is under a lot of pressure. I would like to help
you renew your contract, but he really will not consider the price you have
suggested.
Why don't I go and talk to him for you and see if we can agree a compromise?
What is the bottom line on the contract? If you give me your very best price, I
will see what I can do.

Negotiating Tactics
Body language
It is important in negotiation to react verbally and visually when
offers are made.
You may have seen the more theatrical negotiators hang their heads
in despair or accuse you of being unfair and souring a perfectly good
relationship when you present your proposal.
The power of legitimacy
People believe what they see in writing. We all assume that if a
thing is printed or written down, it is non-negotiable.

Negotiation Skills

Factors for success

Legitimacy of your case

Confidence in presenting it
Courtesy to the other party
Adaptation to the other partys style
Rapport
Incentives and trade offs
Research the bigger picture

Leadership In The
21st Century

79

Leadership
Dynamic leadership influences
the attitudes of the people being
led!
Leaders must be charismatic,

inspirational, respectful,
and stimulating when leading!

80

Leadership
Leadership is defined as influencing others to work
diligently toward achieving their goals.
1. Clearly stating your
vision!

2. Explaining your plan for

attaining your vision!
3. Instilling confidence and
optimism!
4. Expressing confidence in
those you lead!!!
81

Organizational Factors:
Customer-Focused

Life-Long Learning
(Individual Skills)

Process
Improvement

Valuing Diversity
Communication
Process-Focused
Quality-Focused
Competency-Focused

Outcome-Focused
82

Life-Long Learning
(Organizational Skills)

Teams

12 Unique Insights On
Leadership
1. Become inspirational

2. Encourage elasticity of thinking -- be a visionary versus an

operational comfort seeker
3. Identify, assess, and engage the very best talent
4. Become strategic rather than operational

5. Create a climate or spirit of celebration and applause -- spirited

organizations excel
6. Be committed every day to putting the pickax to the mountain, find new
ways to lift yourself and others higher
83

12 Unique Insights On
Leadership
7. Be the source of possibility thinking
8. Let your co-workers know they are worthwhile and full of promise
9. Find disciplined, organized ways to focus on integrity, trust, credibility,
and the commitment to do the right thing
10. Know that management is about today -- and leadership is about
tomorrow!

11. Know that management is about process -- leadership is about purpose

12. Recognize success is not about perfection, it's about progress

84

Create A Spirit-Filled,
Motivating Environment
Speak the right things

Influence their attitudes

Develop effective
listening skills

85

Leadership Core Competencies

1. Personal Mastery
2. Technical Skills
3. Interpersonal Effectiveness
4. Customer Service
5. Flexibility/Adaptability

6. Creative Thinking
7. Systems Thinking
8. Organizational Stewardship
86

The Leadership Challenge

Focus on the individual members and the team

Provide employees and stakeholders the opportunity to develop and utilize their
talents and strengths

Listen to employees concerns

Allocate the right resources for the right project, at the right time

Specify standards and expectations

Delegate responsibility through empowerment

Let employees and stakeholders identify their own interests and abilities

Lead by example: set the standard for excellence

87

Types of Leadership Style

Autocratic:
Leader makes decisions without reference to anyone
else
High degree of dependency on the leader
Can create de-motivation and alienation
of staff
May be valuable in some types of business where
decisions need to be made quickly and decisively

Types of Leadership Style

Democratic:
Encourages decision making
from different perspectives leadership may be
emphasised throughout
the organisation
Consultative: process of consultation before decisions
are taken
Persuasive: Leader takes decision and seeks to
persuade others that the decision
is correct

Types of Leadership Style

Democratic:
May help motivation and involvement
Workers feel ownership of the firm and its ideas
Improves the sharing of ideas
and experiences within the business
Can delay decision making

Types of Leadership Style

Laissez-Faire:
Let it be the leadership responsibilities
are shared by all
Can be very useful in businesses
where creative ideas are important
Can be highly motivational,
as people have control over their working life
Can make coordination and decision making
time-consuming and lacking in overall direction
Relies on good team work
Relies on good interpersonal relations

Types of Leadership Style

Paternalistic:
Leader acts as a father figure
Paternalistic leader makes decision but may consult
Believes in the need to support staff

SELF Management
WORK Management
PEOPLE Management

SELF
The first question every employer wants to know!

Self concept has three different components:

Self image - The view you have of yourself

Self esteem or self-worth - How much value you place on
yourself
Ideal self - What you wish you were really like

Developing Self - What is Personality ?

Personality is the sum total of ways in which an
individual reacts and interacts with others.
An individuals Psychological traits, characteristics,
motives, habits, attitudes, beliefs and outlooks.

3 Vs of Communication

VISUAL

VOCAL

VERBAL

Body Language *
(Eye Contact, Expressions,
Gestures, Posture

Voice
Content
(Volume, Modulation,
(Dependant on
Pace, Pauses, Articulation) knowledge &
Visual/Vocal)

Presentation
(Personal Hygiene /
Personal Grooming

Body *

Self Management
Management of or by oneself; the taking of responsibility
for one's own behaviour and well-being
The personal application of behavior change tactics that
produces a desired change in behavior
Self-management is a key skill that will help you
throughout your life. It involves setting goals and
managing your time.
Contd

 Cont

Self Management
Develop motivation and concentration skills to overcome
the lure of procrastination.
Effective self-management will help avoid stress and
provide more opportunities to get involved in campus/
career activities.
A key skill in self-management is self regulation.
Self-regulation refers to individuals monitoring,
controlling and directing aspects of their learning for
themselves.

Self-Management Skills- Predisposing,

Enabling & Reinforcing factors
PREDISPOSING FACTORS

Am I able?
Self-confidence
Self-efficacy
Safe environment
Access
Is it Worth it?
Self-motivation
Enjoyment
Balanced attitudes
Beliefs
Knowledge

Self-Management Skills-Predisposing,
Enabling & Reinforcing factors
ENABLING FACTORS

Goal setting skills

Self-assessment
Self-monitoring
Self-planning
Performance skills
Coping skills
Consumer skills
Time management

Self-Management Skills-Predisposing,
Enabling & Reinforcing factors
REINFORCING FACTORS

Success
Family Support
Peer Support
Support professionals

Stages of Change

Self Management
Achieved through..

Time Management
Handling distractions
Attitude/ Confidence Strategies
Mind and Body

Benefits of Self-Management
Its an ultimate goal of education
The development of independent, self-directed
people who are capable of behaving appropriately and
constructively without the supervision of others
Expected, but not often specifically taught!

12 Rules for Self-Management

Live by your values, whatever they are.
Speak up!
Honour your own good word, and keep the promises
you make
When you ask for more responsibility, expect to be held
fully accountable.
Dont expect people to trust you if you arent willing to be
trustworthy for them first and foremost.
Be more productive by creating good habits and rejecting
bad ones.

12 Rules for Self-Management

Have a good work ethic, for it seems to be getting rare today.
Be interesting. Read voraciously, and listen to learn.
Be nice. Be courteous, polite and respectful. Be considerate.
Manners still count for an awful lot in life.
Be self-disciplined. Thats what adults are supposed to grow
up to be.
Dont be a victim or a martyr. You always have a choice, so
dont shy from it. Choose and choose without regret. Look
forward and be enthusiastic.
Keep healthy and take care of yourself. Exercise your mind,
body and spirit .

WORK Management
Any employer is interested in hiring a productive
individual who has well-developed self-management
skills because such an employee can fit the companys
requirements and show better productivity.
For employees its highly important to develop selfmanagement skills and abilities because higher
productivity paves the way for career promotion and
professional advancement.
In any way, both the employer and the employee will
benefit from developing abilities and skills for selfmanagement at work

Work Management

Stress-Resistance
Problem Solving
Communication
Time Management
Memory
Physical Activity

Goals of Time Management To be able to have control over

your life - manage your time, don't let it manage you!
To be healthier and happier (less stress).

Seven Suggestions
for Effectively Managing Your Time
1. Be Organized
2. Plan Ahead (Schedule it and it will happen!)
3. Prioritize Your Tasks
4. Avoid Overload
5. Practice Effective Study Techniques
6. Be Able to be Flexible
7. Have a Vision (why are you doing all of this?)

Managing People
A manager's most important, and most difficult, job is to
manage people. You must lead, motivate, inspire, and
encourage them. Sometimes you will have to hire, fire,
discipline or evaluate employees.

People Management
Relationship Management Skills That Enhance Your
Business
Whether you run a large company with hundreds of
employees or a small business that knows all of its
customers by name, great relationship management
skills will always set you apart from your competitors
and help you retain customers.

7 Subcategories In People Management

Employee motivation
Organizing people
Managing yourself
Team building
Giving feedback
Recruiting
Crisis management (handling people in war time)

Skill Sets for Relationship Management

Inspiration
Influence
Developing
Initiating Change
Managing Conflict
Teamwork

DOs
1. Always understand the bigger picture
2.Display passion
3. Add value.
4. Take initiatives but do not overdo it
5. Be nice and flexible
6. Never lose your temper
7. Take regular feedback
8. Never take lunches alone
9. Play by your strengths
10. Do not get obsessed with the dream job

RESUME WRITING
The first Step towards getting Hired

Purpose of a Resume
Your resume is a marketing tool. It needs to demonstrate:
That you are employable
How you meet the job and the organisation's
requirements
That you have the right qualifications and education
That you have the right experience and skills
That you have the right level of professionalism for the
job

How long should a Resume be?

There is no set length for a resume. A resume varies in
length depending on your experience and education. If
you haven't worked much before, one or two pages is
best.
Make sure you don't pad out your resume. If your
resume is only one page, as long as it's well-presented it
might get better results than a big resume full of
unnecessary information.

Order of a Resume
Generally it's always good to present the information on your
resume in this order:

Contact details
Opening statement
List of key skills
List of technical/software skills
Personal attributes/career overview
Educational qualifications
Employment history/volunteering/work placements
References

Does a Resume have to be changed for each

Application..?
You need to tailor your resume to every job application so that
it responds to the specific requirements of the job you're
applying for.
You might not need to change much, but you do need to make
sure your opening statement, your key skills and your
personal attributes all respond to the needs of the role.
You should also tailor your resume to show how your
education/ work experience specifically meets the needs of the
job you're applying for.

... Contd

How to Tailor Your Resume Ways that you can tailor your resume include:
Using your opening statement to link your experience and education
to the organisation and the requirements of the job
Listing your most relevant key skills first
Including examples of achievements that meet the advertised
requirements of the job
Including specifically relevant key words and phrases throughout
your resume (eg Skills, Jobs ,Activities, Qualifications
Software, Tools)

What your Resume Should include

Contact details

Opening Statement

Key Skills and Strengths

Technical / Software Skills

Personal Attributes

Educational History

Employment History

References

Testimonials

What your Resume Should NOT include

Personal information

Typos or Factual Errors

Images and Graphics
Content in Headers
Fancy Formatting
PDF versions of your Resume (unless asked in that format)

Some Tips for a Crisp Resume

Focus on the Employers needs, not yours.
Plan first
A great resume has two key sections
Assertions
The evidence section
A good Objective
Summary of Qualifications as a punch line
Skills and Accomplishments

Evidence
HOW TO PRESENT YOUR WORK HISTORY, EDUCATION, ETC.
Experience . List jobs in reverse chronological order
Education . List education in reverse chronological order, degrees
first, followed by certificates and advanced training. Set degrees
apart so they are easily seen. Put in boldface whatever will be most
impressive
Awards
Professional Affiliations
Civic/ Community Leadership
Personal Interests
References

A FEW GUIDELINES FOR A BETTER

PRESENTATION
The resume is visually enticing, a work of art.
So Make sure to ..

.. keep it simple, clean structured, very easy to read.

symmetrical, balanced and uncrowded

.. there is uniformity and consistency in the use of italics,

capital letters, bullets, boldface, and underlining

.. No errors. No typographical errors. No spelling errors. No

grammar, syntax, or punctuation errors. No errors of fact.

... Contd

GUIDELINES FOR A BETTER

PRESENTATION
All the basic, expected information is included.
Jobs listed include a title, the name of the firm, the city and
state of the firm, and the years.
It is targeted.

Strengths are highlighted / weaknesses de-emphasized.

It has focus.
Use power words.

... Contd

GUIDELINES FOR A BETTER

PRESENTATION

Show you are results-oriented.

Writing is concise and to the point.
Vary long sentences with short punchy sentences.
Right font.
Good paper
Shorter is usually
Watch your verb tense.
Dont repeat a power verb or adjective in the same paragraph.
Break it up.
Experience before educationusually (*).
Telephone number that will be answered.

PERSONAL INTERVIEW

Assessment Parameters in Personal

Interviews.
Technical Skills
Communication skills
Critical thinking
Personal management
Leadership
Adaptability

Assessment Parameters in
Personal Interviews

Organization Skills

Motivation

Problem Solving

Maturity

Professional Judgment

Ability to learn

Dos First Impression

Business professional dress, unless notified
otherwise
Carry a binder/portfolio to contain resumes,
personal calendar, pen
Dont chew gum or bring beverages or food

In the beginning. . .
Company Research
Read the Job Description and the knowledge, skills and
abilities required before applying.
Assess the value of what you have to offer to the
organization. How does your experience apply to what is
required for the job?
Become familiar with the organization and its profile.

Be realistic! Know your qualifications and limitations.

In the beginning
Research the industry/company
Identify reasons for wanting to work or having interest in that
industry/company
Recall situations that show favorable behaviors/actions
Analyze the skills the employer is seeking
Practice answering common interview questions
Prepare questions to ask the employer

Applications & Resumes

Fully complete the application without being too
lengthy. Resumes should be brief and to the
point (1-2 pages). Both must be ERROR FREE!
Make sure all information is accurate and
captures what you have done in each job.
Document your qualifications. NEVER assume
anything.
The application DEADLINE date is exactly that.
Plan ahead!

Dos & Donts First Impression

Convey enthusiasm, confidence, friendliness
Convey maturity and professionalism
Know your nervous body language tendencies and avoid them
Be articulate
Take time to reflect, if necessary, before answering
Be aware of your eye contact

Body Language
Be sure to smile
Dont hurry gestures/movements
Use good posture
Lean forward while listening and answering questions
Make eye contact
Use mirroring

DOs
Dress appropriately for the industry. When in doubt, go
conservative.
Personal grooming and cleanliness should be impeccable.
Keep cologne or perfume to a minimum. Pay particular
attention to hands and fingernails.
Arrive 10 minutes early.
Treat other people you encounter with courtesy and
respect. Their opinions of you might be solicited during
the hiring process.

DOs
Offer a firm handshake, make eye contact, and have a
friendly expression when you are greeted by the
interviewer.
Listen to be sure you understand your interviewers name
and the correct pronunciation.
Even when your interviewer gives you a first and last
name, address your interviewer by Mr. Or Ms. And the
last name, until invited to do otherwise.
Maintain good eye contact during the interview.
Sit still in your seat; avoid fidgeting and slouching.

DOs
Respond to questions and back up your statements about
yourself with specific examples whenever possible.
Ask for clarification if you dont understand a question;
and be thorough in your responses while being concise in
your wording.
Use good grammar and good diction. Say yes, not
yeah. Dont fill pauses with um, uh or ah. Dont
punctuate sentences with you know, like, see or
okay.

DOs
Watch the tone of your voice. While it might be trendy
among your friends to up speak (end sentence with a
higher tone of voice so that sentences sound like
questions), this habit will kill your credibility during the
interview.
Answer the question and use professional experiences or
descriptive information to demonstrate how you would
react or respond to a situation.
Treat the interview seriously and show interest in the
employer and the opportunity presented and respond to
questions in a positive manner.

DOs
Make sure answers have a definite flow. In the beginning
state major points you want to make; in the middle
expand upon those points or ideas, and in the end
reinforce your key points and end on a positive note.
Evaluate the interviewer and the organization. An
interview is a two-way street.
Make sure you understand the employers next step in
the hiring process; know when and from whom you
should expect to hear next.

Donts

Be negative
Use ums/likes
Exaggerate or lie
Have your cell phone turned on
Interrupt the interviewer
Engage in a debate
Use acronyms

Donts
Dont make excuses. Take responsibility for your decisions and your
actions.
Dont make negative comments about previous employers or
supervisors (or others).
Dont treat the interview casually, as if you are just shopping around
or doing the interview for practice. This is insulting to the interviewer
and the organization.
Dont give the impression you are only interested in salary.
Dont act as though you would take any job or are desperate for
employment.
Dont chew gum or smell like smoke.
Dont take cell phone calls during an interview. If you carry a cell
phone, turn it off during the interview

Tell me about yourself.

A dreaded, but very common question.

Importance:

First Impression still malleable

Tone of interview
Provide depth to resume
Insight into who you are
Share information the employer may not already
know and present it in a way that connects to the
position you are seeking.

Direct Questions
Direct questions often require only a short answer with
minimal elaboration
Examples:
Are you able to
Are you willing to relocate?
Are you willing to travel?

Behavioral interviewing
The best predictor of future performance is past
performance in similar situations.
Provide specific examples/situations based on actual past
behaviors, instead of based on responses to hypothetical
questions.

Be Prepared for Behavior-based

Questions
Describe a time when you were faced with problems or stresses
at work that tested your coping skills. What did you do?
Give an example of a time when you had to be relatively quick in
coming to a decision.
Give me an example of an important goal you had to set and tell
me about your progress in reaching that goal.
Give me an example of a problem you faced on the job, and tell
me how you solved it.
Tell me about a situation in the past year in which you had to
deal with a very upset customer or co-worker.

Your Response Strategy:

The STAR Technique

Situation
Task
Action
Result

What to do after the interview?

Courteously thank the interviewer(s) for the opportunity to
interview with the agency.
Extend a handshake and exhibit enthusiasm about the career
opportunity.
Consider following up with a thank you note or e-mail of
appreciation to the interviewer(s) to further show your interest.

Group Discussion

Group Discussion
Group Discussion is a modern method of
assessing students personality.
It is both a technique and an art and a
comprehensive tool to judge the worthiness of
the student and his appropriateness for the job

Group Discussion

The term suggests a discussion among a group of

persons.

The group will have 8 & 12 members who will

express their view freely, frankly in a friendly
manner, on a topic of current issue.
Within a time limit of 20 to 30 minutes, the abilities
of the members of the group is measured.

Pre-requisites of a Group Discussion

Topics given by panelists

Planning and preparation
Knowledge with self-confidence
Communication skills/ power of speech
Presentation
Body Language and personal appearance
Being calm and cool
Listening skills
Co-operation.

Salient features

Topic may be given to judge your public speaking talent.

Discussion revolves around a specific subject.

The examiner does not interfere once he announced the
topic.
Maintain cordiality and for free expression of thought
and opinion.

Benefits in Group discussion for Self

Shed your shyness, nervousness & inhibition.

Stimulation of thinking in anew way.
Expansion of knowledge
Understanding of your strength and weakness

Benefits in Group discussion for

Employer
Your true personality is revealed and qualities of
leadership crystallize.
Evaluation parameters
- Language skills
- Academic knowledge
- Leadership skills
- People handling skills
- Team work
- General knowledge.

Three requisites for group discussion

Extensive knowledge base related to state, country and
globe.
Areas are politics, sports, science & trade commerce,
Industry and Technology, MNC, ect.
Analyze the social, economical issues logistically .

What skills are judged in group

discussion?
How good you are at communication with others.
How you behave and interact with group.
How open minded are you.
Your listening skill.
How you put forward your views.
Your leadership and decision making skills.
Your analysis skill and subject knowledge.
Problem solving and critical thinking skill.
Your attitude and confidence.

Dos in group discussion

Initiate the GD if you have adequate knowledge
Appropriate to the issue .
Keep eye contact while speaking
Make original points & support them by substantial
reasoning.
Listen to the other participants actively & carefully.
Whatever you say must be with a logical flow,& validate it
with an example as far as possible.
Make only accurate statements.

Dos in group discussion

* Modulate the volume, pitch and tone.
* Be considerate to the feelings of the others.
* Try to get your turn.
* Be an active and dynamic participant by listening.
* Talk with confidence and self-assurance.
* Quality more important than quantity
* Consistency

Donts during group discussion

Being shy or nervous
Interrupting another participant before his arguments
are over
Establish your position and stand by it
Change opinions
Dont make fun of any participant even if his arguments
are funny.

Donts during group discussion

Dont engage yourself sub-group conversation.

Dont repeat and use irrelevant materials.
Address yourself to the examiner.
Worry about making some grammatical mistakes (for
your interest & the matter you put across are important).

Important points in group discussion

Be assertive: An assertive person is direct & honest
careful about not hurting others self-respect.
A patient listener: listening to another person is one
way of showing appreciation.
Right language : Words can make friends & right
words at the right time make for the best results.
Be analytical and fact-oriented : It is necessary to
make relevant points which can be supported with facts
& analyzed logically.

Important points in group discussion

Accept criticism : If any member of the group criticizes
or disapproves a point, it is unwise to get upset or react
sharply.
In case the criticism is flimsy, the same can be pointed
out politely.
Maximize participation ; one must try to contribute fully,
vigorously & steadily throughout the discussion.
Show leadership ability: A group discussion also
evaluates your leadership qualities

Suggestions
Never try to bluff.
Practice group discussion with friends on different subjects.
Remember ! speech is a powerful weapon

TYPES OF GDS
Normal a topic is given by the coordinator
Case study a printed case study is given
Role play a situation is described

BEGINNING A GD
Beginning can put you into jeopardy or command
The opening speaker gets the maximum
uninterrupted time
The dangers
may be marked as a person who speaks without
thinking
may also be marked as a person who leads the
group in the wrong direction

Therefore
Speak only if you have enough sensible things to
say

CONCLUDING A GD
Summarize the discussion at the end
Accommodate dissenting viewpoints
Do not force a consensus. It will backfire you

HOW TO RUIN YOUR GD ?

Start shouting right from the beginning
Make aggressive and threatening gestures
Point out the errors of others and make fun of them
Keep changing your stand continuously
Always contradict what others have to say
Maintain a sardonic smile on your face
Ask other members of the group to shut up

Keep yawning from time to time. Maintain a blank look

on your face

Internship What is an Internship?

An internship is a temporary position with an emphasis
on on-the-job training rather than merely employment,
and it can be paid or unpaid
It is an opportunity offered by an employer to potential
employees, called "interns", to work at a firm for a fixed,
limited period of time.
Unlike conventional employment, internships have an
emphasis on training rather than the main employment
itself.

THE INTERNSHIP EXPERIENCE

It offers students a period of practical experience in the
industry relating to their field of study.
This experience is valuable to students as a means of
allowing them to experience how their studies are applied
in the "real world", and as work experience that can be
highly attractive to potential employers on a
candidate's resume.

 Why do an Internship ?
It provides a great opportunity for prospective
employees to gain experience in a particular field or
industry.
.. To determine if they have an interest in a
particular career, create a network of contacts, or
gain university module credits.
Interns may also have the possibility of putting
themselves forward for forthcoming opportunities
for paid work, during their

Why do Companies offer Internship?

Short Term
In the short-term, they provide employers with cheap (and
sometimes even free) labour
Long-term,
Employers can use internships as an effective way of
advertising their graduate jobs and/or schemes to students.
The prospect of hiring ex-interns after graduating is also very
appealing to employers because these graduates already
understand the company and the job they will be doing. Ex-interns
require little or no training.

Internships are an Experience

Interships are also very useful to interns themselves
as they offer the chance to find out what working for
a particular company, or within a certain industry, is
really like.
Internships also allow interns to make contacts with
managers and recruiters, which can later be used to
negotiate full-time employment.

. Objectives of an Internship

Trial Run

One of the main objectives of an internship is to expose

you to a particular job and a profession or industry. While
you might have an idea about what a job is like, you wont
know until you actually perform it if its what you thought
it was, if you have the training and skills to do it and if its
something you like.

. Objectives of an Internship

Resume Building
When you apply for jobs, the more experience and
accomplishments you have, the more attractive youll look to
a potential employer.

. Objectives of an Internship
Potential Job
If you like your internship, you have the opportunity to excel
and possibly land a job with the company.
Employers have an easier time hiring a person they know
because they can get a feel for that persons work ethic, skills,
creativity, ability to work with others and overall fit with a
company.
Do more than youre required to do, learn the office politics
and make friends with key people to increase your chances of
landing a job with the company.

 Just because you have an internship with a specific title

or well-known company doesnt mean your internship
will help you land a nice gig.
Make an impact where you work by asking for
responsibility and looking for ways to achieve
accomplishments.
Be willing to work more hours than youre required and
ask to work in different departments to expand your skill
set.
Dont just fetch coffee, make copies and sit in on
meetings, even if thats all it will take to finish your
internship.

Learning Objectives for Internships

What will I be able to do as a result of this internship
experience?
Apply Classroom Theory
What have I learned in the classroom, which relates to the world
of work? How are the concepts I have read about in textbooks
applied in practice? What theories , ideas, or concepts might be
applied in my career area?

Skill Development
What new skills will I learn or hope to learn during the
internship? .

 Learning Objectives for Internships

Personal Development
How will I benefit personally from the internship
experience? During your internship, make a special
effort to observe the personal style of supervisors and
colleagues.
Be able to identify clear examples of leadership styles
that either promote good working relationships or
hinder a productive work environment. Note how to
deal with pressure, tension, and praise in work
relationships.

Examples of Learning Objectives

Vague learning objectives: I want to learn all about working in a
consultant's office.
Specific learning objectives: I will learn the methods involved in
researching consumer behaviour
Vague learning objectives: I will learn about Human Resources
Management.
Specific learning objectives: I will study labour laws.
Vague learning objectives: This internship will give me
experience in accounting
Specific learning objectives: I plan to study the methods of
cost accounting used by this firm

Core Benefits of Doing an

Internship Dedicatedly
Gain Valuable Work Experience
An internship provides the opportunity to gain hands on work experience that
you just cant get in the classroom.
First time job seekers and career changers arent usually desirable candidates,
but companies are willing to train them as interns and give them the
experience they would need to get a job.
Have an Edge in the Job Market
Employers are usually more concerned with your work experience than your
qualifications and internships are often the only way to get the work
experience you need to secure a job, so they're a vital part of your resume.
Many employers prefer or require applicants who have done an internship or
relevant work experience and in many of the more competitive job markets it
is essential to set you apart from the others.

Core Benefits of Doing an

Internship Dedicatedly
Transition into a Job
Employers see interns as prospective employees and many finish
their internships and continue working with the company full time.
Internships are the number one way for employers to find new staff in the
US. Think of it as a really long interview, after which youve proved that you
are a capable and hardworking employee. Just as youre giving the industry
and the company a trial run, theyre doing the same for you.
Decide if this is the Right Career for You
If youre not sure if this is the right career for you, doing an internship is a
great way to try it out. Internships are generally short-term, so you can test
your future career without committing and find out if it is a career that will
satisfy you.

Core Benefits of Doing an

Internship Dedicatedly
Networking Opportunities
Internships are a great way to meet people in your field. Even if
you have experience, knowing people never hurts. An internship
allows you to meet people who might help you land a job later on
and give you the contacts in the industry youre trying to break
into. Plus, references from people in the industry will really add
weight to your application.
Gain Confidence
Getting experience is a great way to build your confidence. What's
more, if you have an impressive resume, you will be more
confident in your chances of securing a job. After youve done an
internship, if an interviewer asks if you know how to do
something, you wont say um, yes, I think I would be able to do
that" but can say absolutely"
and supplement your assertion with
examples.

Don't Make These 10 Internship Mistakes

Scoffing at boring or menial tasks. You might wonder

what being good at photocopying has to do with your ability to
do higher-level work. But if you excel at the boring tasks and
do them cheerfully, you may be given more interesting
assignments. That's because when you start as an intern, you
typically haven't proven yourself in the work world.
If you do a great job on the boring work, show that you pay
attention to detail, follow instructions, and care about quality,
you're more likely to be trusted with more interesting work. So
it's important to go into the job determined to do every task
well, no matter how menial.

Dressing inappropriately. If you look like you're

dressing for a class rather than a job, you'll signal
that you don't take your job seriously. So pay
attention to how higher-ups in your office dress and
mirror that level of formality.
Being too casual. Even informal workplaces tend to
be more formal than a campus atmosphere, and
interns need to adapt. That means don't put your feet
up on your desk, use text-speak in emails,or swear,
when you realize you made a mistake.

Ignoring the office culture. Office culture is the

invisible force that tells you "how things are done
around here." You can pick up on it by observing
how others in the office behave.
For instance, if people lower their voices when taking
phone calls or avoid walking through the halls on
the phone, do the same. If they're precisely on time
for meetings, you should be too.
While these things may sound small, they'll help you
come across as someone who fits into a
professional setting.

Segregating yourself with the other interns. It

might be tempting to hang out with your peer group, but
make sure that you get to know other employees too,
including those who are older. More experienced coworkers are generally better positioned to give you career
advice, help you connect to a future job, and provide
strong references.
Not asking for feedback. If your manager doesn't offer
up much feedback, ask how you are doing and what you
could do better. And welcome critical or corrective
feedback; that's how you'll learn and get better at what you
do.

Neglecting to thank people who help you. If a coworker takes the time to help you learn something, make sure
you offer a sincere thank you. People who feel appreciated
are more likely to go out of their way to help you again.
Not paying attention when something doesn't
involve you. Part of the value of an internship is that you
can absorb a ton of information about how things work in
your field, even things beyond the scope of your immediate
work. So pay attention even when something isn't directly
relevant to your worklike during meetings that would
otherwise be boring.

Talking more than listening. You might think that

you have plenty of answers, but before you offer up
new ways of doing things, soak up as much information
as you can about how the organization works and why
things are done the way they're done.
Not keeping in touch once your internship
ends. Once you're back at school or in another job,
make sure that you stay in touch with the manager and
co-workers from this internship. The occasional email
about what you're up to can maintain the relationship
and build professional relationships that can help you
for years to come.

Thank You