• Internal Code :
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  • Subject Name : Management

The Missing Measure - Part A

Interview Questions for the position of Leader/ Supervisor in the Marketing area of the organization.

  1. As a competent candidate for the profile or leader/supervisor at the organization, how eligible do you find yourself for the job?
  2. How do you determine your viability for the designation as a leader in the firm
  3. Keeping in view the poor performance as a challenge, what kind of metric would you utilize as a leader to monitor and safeguard the arrival of such challenging situations?
  4. As per your opinion, are there any sort of similarities between being a leader and a manager?
  5. What attributes or qualities make you more eligible than others in the position of a leader or supervisor in the organization?
  6. What according to you as a Marketing Leader or Supervisor, can act as the best practices to support your subordinates in the active workflows and conflicts as well?
  7. As a Marketing Leader, handling the grievances is a crucial task. What, in your opinion, is the best way or how would you manage such grievance situations among the team.

Conducting the interview

Techniques

There are certain techniques that can play a big game in the strategic recruitment process for a Marketing leader/ supervisor. In order to conduct an interview that can be holistic in acknowledgment of overall insights of the candidate, the initial interview process would involve general discussion as the technique for the development of an open communication environment to familiarize the candidate with the surrounding (VanAudenhove & Donders, 2019). Here, questions regarding the personal backgrounds came into play.

Further, post the development of the sense of open communication has been into realization, the conduct of a focused interview process must be initiated. In order to gather a holistic idea and analysis of the eligibility and competency of the candidate, utilization of a structured form of the interview must be inherited. According to Slade & Sergent (2019), a structured form of interview is one of the systematic ways of interviewing a candidate where focus generally bases on specific and particular questions and queries that are soundly viable for the respective position in the organization as it assists in the following.

  • The focus is on the most relevant questions and queries.
  • There exists no sense of biasness in any area of concern.
  • Time-saving and effort-friendly.
  • It aids the comparative selection candidate out of the population by assessment based on a common format.

The structured interview must be in the follow up following format.

  • Craft and sketch the job description to identify the focus job role.
  • Questions based on personal background such as name, education, locality, family, etc.
  • Professional inquiries like previous work experiences, the reason behind the job-change, previous compensation, and position.
  • Job or position related questions such as stated above.
  • Personal opinion of the interviewee about the job role.
  • Decide a grade on the basis of which the interviewee should be assessed.
  • Analysis of behavioral and skill sides of the candidate in relation to personal conduct.
  • Analysis of behavioral and skill sides of the candidate in relation to the professional environment.
  • Analyzing the strengths and weaknesses of the interviewee.
  • Assessing the eligibility and competence of the interviewee in the job role.
  • Finalizing the interview process.

Process for the conduct of the interview

  • Greeting the interviewee and welcoming representation.
  • Developing a friendly and open communication environment by discussing personal details and backgrounds.
  • Discussing and explaining about the organization and its overview.
  • Discussing the roles and responsibilities to be fulfilled by the respective candidate in the focused position of Marketing Leader.
  • Initiating the interview by mode of the standard structure of questions and details.
  • Conducting a formal discussion on each concerned subject in the interview process such as any question or situation.
  • Analyzing the suitability and robustness of the candidate in the respective job role by use of a rating scale.
  • Concluding the interview process by use of generic questions post the completion of the formal discussion.
  • Providing a place for the interviewee to enquire, ask, and clarify any doubts, issues, or queries regarding the organization or job role.
  • Closing the interview by use of warm gestures.

The Missing Measure - Part B

Induction Outline

As per the definition of Billot & King (2017), the induction process usually involves the introduction of chosen candidates and employees at the designated job role with the aim to provide and ease the candidate chosen to rehabilitate and familiarize into the organizational surroundings and the organizational policies, procedures, people, and practices functioned.

The induction outline must be streamed in the following outline or manner.

  • Conducting the formal induction approach where details and introduction about the organizational practices must be shared.
  • Introducing the organizational directorial and managerial authorities.
  • Introducing and familiarizing the candidate with the organizational policies and practices including a time frame, business hours, breaks, leaves, etc.
  • Discussing the organizational culture, work-life balance scenarios, plus points of the organizational climate.
  • The introduction of the human resource department (HRD) and HR practice followed.
  • Explain candidate the open career opportunities and growth perspectives within.
  • Closing the formal induction process.
  • Conducting an informal approach of induction where the direct supervisor leads the introduction of the candidate among the departmental members.
  • Warm welcoming and introduction of the candidate with that of the higher and directorial authorities of the organization.
  • Familiarizing the candidate with the department, its people, structure, etc. along with the facilities such as cabin, meals, assistance, etc.

References for Academic Identity and The Induction Process

Billot, J., & King, V. (2017). The missing measure? Academic identity and the induction process. Higher education research & development36(3), 612-624. https://doi.org/10.1080/07294360.2017.1288705.

Slade, S., & Sergent, S. R. (2019). Interview techniques. StatPearls Publishing. Treasure Island, FL, USA.

Van Audenhove, L., & Donders, K. (2019). Talking to people III: Expert interviews and elite interviews. In The Palgrave handbook of methods for media policy research (pp. 179-197). Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-16065-4_10.

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