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контрольная работа: A) Think of the last interview you attended and discuss these questions: what was the worst thing about it? what difficult questions were you asked? Job interviews are a minefield. Your prospective employers have a lot of resumes from talented applicants. Now they want to know what makes you tick. Are you hard to get along with? Can you meet deadlines? How badly do you want the job? Many people dodge these types of questions by giving a generic, safe answer. To make a better impression, Dee Soder, an executive coach, suggests that you prepare by writing an "employment ad"

2016

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RECRUITMENT

        Ex. 1. BEFORE YOU READ:

A)  Think of the last interview you attended and discuss these questions:

·        what was the worst thing about it?

·        what difficult questions were you asked?

·        why do you think you were successful, or unsuccessful?

·        if you could go through the interview again, what would you do differently?

·        in the interview, do you always have to be completely honest?

·        what impression do you try to give an interviewer?

B)   Some interviews give candidates a hard time by asking them difficult questions. Discuss these points:

·        Can you think of questions you might be asked at an interview?

·        What would you feel at each stage of the interview?

·        How would you feel at each stage of the interview?

Ex. 2 read the article below

Ace That Job Interview

(by Joan Rigdon)

What you say is important, but how you say is crucial

         Job interviews are a minefield. Your prospective employers have a lot of resumes from talented applicants. Now they want to know what makes you tick. Are you hard to get along with? Can you meet deadlines? How badly do you want the job?

     Many excellent people have missed out on jobs because of a single faux pas during an interview. Gerard Roche, chairman of an executive-recruiting firm, recalls one candidate who failed because his socks sagged. Another made himself too comfortable while being interviewed. "He peppered his conversation with profanities, pulled his chair right up to my desk, and started picking up and exam­ining papers and knick-knacks," says another executive recruiter, Nina Proct.

     There's no sure-fire trick for navigating an interview. But you can increase your odds by knowing what you are up against.

     Here some of the toughest interviewers reveal the most frequentquestions they put to prospective employees - and suggest how you might handle them:

1. What exactly do you want from us? Describe your ideal job.

     Many people dodge these types of questions by giving a generic, safe answer. To make a better impression, Dee Soder, an executive coach, suggests that you prepare by writing an "employment ad" that describes your dream job. Include a "headline" and several adjectives outlining the job, the company and yourself. This forces you to focus on exactly what you want and what you have to offer even if the interviewer doesn't ask you.

2. Why did you leave your last job?

      Deep down, interviewers know many people leave jobs because they hate their boss: they may have job-hopped for the same reason themselves. But few employers want to hear it. "I don't know why someone who wanted me to hire him would say he had a clash with a boss," says Mike Leavell, a vice president of Hewlett-Packard Company. "That always puts up a big red flag."

     Many interviewers suggest that people concentrate on the business reasons for joining a new company. For example: "After two years running the marketing department at company X, I've learned a lot about Y. Now I want to learn Z." Or, "I'm at the stage in my career where I want to add X to my background, and your company is the leader in that field." If you were fired because of a conflict with a boss, however, you may be better off telling interviewers yourself, rather than having them rely on industry gossip. Be diplomatic and positive. Millington McCoy, managing director of an executive search firm, says one candidate gave this type of response: "There was a new chief financial officer, and our management styles were very different. We agreed to disagree."

3. Why are you switching careers?

    In this question, interviewers are looking for careful self-analysis. "Don't say T want to try something new,'" advises recruiter Howard Nitschke. "That makes me think: This person doesn't know where he'sgoing."

   Instead, explain how your skills, personality and goals are more suited to the new career, or that you want to "add" something to your experience that will help you achieve a longer-term goal.

4. Where do you want to be five years from now?

  The best way to botch this one is not to have an answer, or to have an answer that's inconsistent with the company's own goals. But you can also alarm your interviewer by giving the impression that the job is merely "a way station," says Fred Benson, a senior company executive. An organisation may fear that,if hired, such a candidate would spend more time jockeying for the next position than working.

      Benson suggests that candidates should make long-term goals part of their answer but to focus on the short term. For instance: "I'm 30 and I love what I'm doing. Ultimately I would like to be a chief executive officer, but I realise I have other things to learn first. The next logical step is to be a division manager. Here's why I think I'll be ready for that in five years' time ..."

5.What's your greatest accomplishment?

      Susan Gauff, a senior director of marketing and corporate communications, says many candidates fail with this question. Their most common mistake: responding with responsibilities rather than results. A poor candidate for an advertising directors job will say of a triumphal project, "I wrote copy and supervised photography and proofread the layouts," Gauff observes. The better candidate will say, "First we looked at the strategy of the company. Then we researched the audience and determined what kind of payback we could achieve..."

      This answer "describes the big picture, not just the activities," says Gauff. "You don't find many candi­dates who can do that."

6.What are your strengths?

      Since you may be asked to name as many weaknesses, limit yourself to three concrete examples of strengths, again showing benefits to the company.

       Millington McCoy asks a tough variation of this question, telling candidates to rank various skills on a scale of one to ten and explain why they rate higher in one category than another. A good explanation reflects on past accomplishments: "I have always done a better job in finding ways to cut costs than of drumming up new business."

7. What are your weaknesses?

      Many candidates try to highlight vague weaknesses that can be viewed as assets. They say "I'm impatient," hoping the interviewer will see this as a tough attitude. Or, "I work such long hours that my family life is out of balance."

       Don't try it. Interviewers are sick of hearing these stock answers so it won't help your chances.

      Instead, be honest, but emphasise the actions you have taken to deal with a weakness. Soder recommends that you use this type of answer: "Sometimes I would push back deadlines to turn in higher-quality work. However, I've learned to delegate more, and have slipped only once in the past year."

      Beware: some interviewers fall silent during this question, letting a nervous candidate fill in the void by volunteering more information. Nitschke remembers a candidate who made the mistake of answering this question eight times, talking himself out of the job. Once you've stated one or two weaknesses and their solutions, stop talking.

8.      What about a time when you failed?

     McCoy says the best answer has this theme: "I fell off my horse. I learned what I did wrong. I got back up and rode it better."

      The worst answer is: "I suppose I've been lucky. I haven't failed yet." When candidates say this, "Either they are not telling the truth or they are not trying hard enough," says Ronald Davenport, chairman of a broadcasting company.

9.      Will you get along with your potential boss?

      Some interviewers recommend dodging this question. Roche suggests saying "I concentrate on the job and the results, and I'm flexible enough to work with almost anyone." If the question is more explicit, such as "Describe the worst boss you worked for," couch your answer as a disagreement over a business issue or as a difference in style - not as a personal dislike.

10.    How old are you? How's your health? Are you married? Any children?

      Employers can't legally ask these questions. But if an interviewer does ask one of them, don't cry foul unless you don't want the job. "Try to understand where the person is coming from," says Gauff. Chances are the interviewer is really asking how much you're willing to travel or work overtime.

      During an interview, a chief executive once asked Gauff whether her husband allowed her to travel. "I did a double take," she recalls. "Then I smiled and said, if you're asking if I'm able to travel on this job, the answer is yes.'" Later, Gauff told the company's human-resources director about the remark. This didn't sink her chances, though; she got the job.

      Remember, most interviewers care less about what you say than how you say it. Blunders outside the formal "interview" count too. Roche recalls one candidate for chief executive officer of a telecommunications company who was flown to his interview in the corporate jet. Chatting to the pilot, he made disparaging remarks about the aircraft. “The next guy to fly was the chairman,” Roche says. “The pilot asked him, 'Who was that jackass?” The candidate wasn't hired.

      At an interview lunch, don't order the cheapest thing on the menu, even if it's what you want, counsels Leslie Schinto, an external communications director. "They may not take you seriously or pay you enough." But don't make the opposite mistake, either. "A candidate at a dinner interview ordered a steak," recalls Patricia Hoffmeir of a health-care recruiting firm. "After he ate the steak, he said he was sorry he hadn't ordered surf-and-turf. So he summoned the waiter and ordered a lobster as well!" But at least he didn't do what executive recruiter Richard Slayton recalls of a candidate: "When the dinner was over, he asked for a doggie bag."

         It is possible to recover from an honest faux pas. When Benson applied for a government fellowship, he took a red-eye flight from overseas to make his interview on time. Walking bleary-eyed into the room, he was blinded by the sun glinting off a glass table and could make out only the silhouettes of the panellists. Extending his hand to the chairman, he knocked a pitcher of water into the man's lap.

      In that instant he gave up all hope of getting the position. "I have a feeling that I have nowhere to go but up from here, so I'm going to be very relaxed in this interview," he told the panel. He was - and got the job. Now he helps interview finalists for the fellowships.

Ex.3  ANSWER THESE QUESTIONS IN WRITTEN:

a)     Why does the author compare job interviews with a minefield? Can you see what he means?

b)    Could you comment on the given advice how to get a position? Is it worth following? Which cases do you consider to focus on and why? Support your argument.

c)     Could you share your personal experience of going through an interview? Do you know how to succeed at the interview and to be tick?

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