HRM Competencies – Interview Package

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Table of Contents

Introduction
Vacancy
Interview Package
Conclusion
References

Introduction

The interview package urges to identify the way of a man’s destination, in order to fulfil the major goals concerned with a company and an interviewee as its possible member. In other words, any of the interview type can outline the correspondence of a person to a provided vacancy. This is why it is so necessary to have an idea of a good interview package and instructions to be adhered to as well. The report deals with the definite work position, with all structured agenda of how to promote the interview and to evaluate it then. The tips are taken into account, so that to show the reliance and peculiarities of the profession represented in the application with more information on the way to make the interview full and effective for both: employee and employer.

Vacancy

Job type: Permanent Full-time

Company: SteppingStones Recruitment

Category: Audit Senior

Qualification: CA/ACCA/CPA

Location: Grand Cayman

Opening date: 24 August 2009

Closing date: 12-Sep-2009

Salary per

Annum: $49900 – $57300

Salary per

Fortnight: N/A

Salary other: 3% from a salary per one top-tier client

Total

Remuneration: according to the monthly volume of work done

Job duration: Ongoing

Document/s: Passport, Driver’s Licence, Certificate

Contact name: Ciara Neill

Email: [email protected] (Best Jobs Australia, 2009)

Interview Package

Behavioural approach in provision of the interview package is a technique which presupposes its efficiency mainly during the selection interviewing (HRMT19023 – Module 7, 2009, p. 57). Its advantage over an unstructured interview is considered to have more points for an employer to focus on the person of an interviewee and focus on the possibility of employment. This method is implemented to define which capabilities are common for an interviewee, so that to compare person’s experience in previous times under similar to a new vacancy conditions. Behavioural technique is used under the slogan: “past behaviour is a reliable predictor of future behaviour” (HRMT19023 – Module 7, 2009, p. 57).

In this respect four main responsibilities should be taken into account by an interviewee. Among them are: keeping terms with clients before, during, and after auditing; distinctive leadership abilities; respect; integrity and development (Gold Coast Health Service District, 2009). An interviewer, on the other hand, should follow the instructions of behavioural approach while providing a definite interview:

An important feature of the behavioural question is to use adjectives designed to trigger a response/recall from the interviewee. Words like most, least, and toughest are used to stimulate the recall of specific events (HRMT19023 – Module 7, 2009, p. 58).

So the prospect of rightly intended motivation is considered within the company as one of the core elements needed. “Consideration of the interviewee in relation to their needs, motivation, experience and their level of exposure to the interviewing environments is also important” (HRMT19023 – Module 5, 2009, p. 39)… Dress code and the approach to this issue remains one of the most significant for the company image within the international community. This is why the appropriate standards should be applied. While preparing for the interview an interviewer should follow a schedule for making optimal efforts in pursuing the process of interviewing on the whole. This approach presupposes a well-structured plan of actions, namely:

Promote sufficient time and place information;
Find a quiet and confidential place and surrounding;
Determine the main questions to be asked (for example, as in the GROW model) with a structure concerning open, discussion, agreement, and close (HRMT19023 – Module 8, 2009, p. 68).

An interviewer in this respect should be primordially aware of the goals about the interview and main questions considering it are: What purpose do you haunt before, during, and after the discussion? Another question for an interviewer concerns his/her awareness of the understanding of probable effects and in-time evaluation of them from different sides. The prospects on proper options needful to change the situation is another point to be taken into account by an interviewer. In making up the idea of possible questions one should rely on the personal experience in this field of activity considering the outcomes to be taken out of the discussion (HRMT19023 – Module 8, 2009, p. 68). Good preparation for the interview and being aware of the type of it an applicant can be allowed to gain as much information as possible due to the logical evaluation made previously (Carter & Lewsen, 2004). One should bear in mind that the intentions and motivation of an interviewee should coincide with the aims of an interviewer in ideal.

One more touch should presuppose the type of the interview. In fact, an interviewee is better to have an idea of the structural part among different interviews. Such approach can help in working out of the main goals which are determined by the company and specifically by a vacancy of an audit accountant. In this respect there are five types of the interview. Selection interview is the most frequently used type of interviews (HRMT19023 – Module 5, 2009). It highlights the ability of an interviewee to possess the material about the main points on working as an accountant, for example. One should adhere to the reliable and confident norms and rules as of rationality in provision of interview. According to the reading 7.3 an interview guide should be composed with the following elements:

Introduction (with brief content of an interview, taking notes)
Recent Experience Review (previous positions along with their evaluation)
Behavioural Dimensions (teamwork, work standards, administration, communication);
Confirmation of Licences, Membership and Qualifications (as of the position);
Referee General Question (illuminates the points one needs to point out);
Confirmation of Referees;
Explanation of the Position (with a thorough ‘marketing pitch’ about the vacancy);
Opportunity for Interviewee Questions;
Confirmation of Application;
Final Questions (for provision of one more chance for an interviewee to have the last say);
Interview Close (outline of the next date for contact) (HRMT19023 – Module 7-3, 2009, p. 62).

During the interview there should be no limits for the idea expression. An applicant should speak convincingly and without long gaps in the speech, which may notice for the employer a bit of unawareness or lack of competence. Furthermore, language skills and excellent command of special terms and concepts which are incorporated in the language etiquette and capacities of the company are the must. In this case it is vital to point out the necessity of answering rightly on such questions as: What are your priorities in life? Why do you want to work in our company? In this respect one should not think that it is so easy to go through such procedure. Frivolity is a bad helper in this case. An interviewee should rally thoughts over the main purpose, namely: to convince each interviewer that you are a desired employee for the required position and to assure that suchlike passion is entire (Nierenberg, 2005).

While concentrating attention on successful beginning and ending of the discussion an interviewer should point out the use verbal means as well as non-verbal for making efforts to be sure that an interviewee feels convenient in a definite environment and is able to listen (HRMT19023 – Module 6, 2009). In this case it is vital to maintain different kinds of making open part of the interview efficient. For this purpose an interviewer should use “encouraging, paraphrasing and summarising” (HRMT19023 – Module 6, 2009, p. 51). Special questions are most efficient for the open and close part. For example, an interviewer may ask an interviewee first question after being ready to start as follows: What can you suggest to the company? Questions should be open as well as closed with leading and summarizing colouring (HRMT19023 – Module 6, 2009, p. 52). For instance: Do you really want to cope with lots of papers? Summarizing question may be as such: What possibilities and requirements were agreed in the discussion? All in all open and close parts are the most significant for evaluation of an interviewee’s listening and reaction skills.

Conclusion

Posing all statements mentioned above one should realize the versatile nature of an interview. It is a significant challenge which can evaluate further intentions of an applicant along with the capacities and limitations to be worked out. In this respect the point of rightly scheduled and related preparations plays a great role. Physical and psychological readiness is a passport to success. Moreover, it presupposes an opportunity of positive feedback from the side of an interviewer. Interaction along with personal integrity and awareness of a person about the company and vacancies it proposes gives more possibilities to get a job, notwithstanding current experience and skills.

References

Best Jobs Australia. (2009). Stepping Stones Recruitment. Web.
Bright, J. (2007). Land that job in Australia: successful job-hunting for migrants. Melbourne: Tribus Lingua.
Carter, P. J., and Lewsen, S. (2004). Lippincott’s Textbook for Nursing Assistants: A Humanistic Approach to Caregiving. Philadelphia: Lippincott Williams & Wilkins.
Gold Coast Health Service District (2009). Queensland Government. Web.
HRMT19023-Module 5. (2009). Assessment item 2 – Interview Package.
Information Package for Applicants. (2009). Queensland Government. Web.
Jaray, S. (2005). Marketing (Australia Wide). Sydney: Career FAQs.
Lustberg, A. (2002). How to sell yourself: winning techniques for selling yourself– your ideas– your message. New York: Career Press.
Mumford, C. J. (2005). The medical job interview: secrets for success. Ed. 2. Hoboken, New Jersey: Wiley-Blackwell.
Nierenberg, A. H. (2005). Winning the interview game: everything you need to know to land the job. New York: AMACOM Div American Mgmt Assn.

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