EXERCISE-1 Hard Skills vs.

Soft Skills

In job descriptions, employers often ask for a combination of hard and soft skills. Hard skills are related to
specific technical knowledge and training while soft skills are personality traits such as leadership,
communication or time management. Both types of skills are necessary to successfully perform and advance in
most jobs.

Below, we’ll explain the difference between hard and soft skills, examples of each, and how to highlight your
skills on your resume and in interviews

What’s the difference between hard skills and soft skills?

The key differences between hard skills and soft skills are how they are gained and put to use in the workplace.
Hard skills are often gained through education or specific training. They include competencies like how to use a
certain machine, software or another tool. Soft skills are more often seen as personality traits you may have
spent your whole life developing. They are called upon when you manage your time, communicate with other
people or confront a difficult situation for the first time. Put another way, hard skills could be defined as your
technical knowledge whereas soft skills are your overall habits in the workplace.
What are hard skills?

Hard skills are technical knowledge or training that you have gained through any life experience, including in
your career or education. For example:

 If you’ve worked in food service or retail, you may know how to use a point-of-sale system.
 If you've taken an accounting class, you may know how to use Microsoft Excel.
 If you’ve studied a foreign language, you may be able to speak it fluently.

Every job will require certain technical skills specific to that industry. If you want to work as an architect, for
example, you will need to know how to use drafting software. The National Council of Architectural
Registration Boards also requires architects to be licensed. The NCARB maintains the Architectural
Registration Examination, a series of tests required of architects that test different technical skills necessary for
the work.

Many other industries have such tests in place, requiring prior knowledge and skills essential for career success.
Other employers may have the availability to teach certain technical skills on the job.

You can learn more about the requirements of different jobs and the skills employers are looking for on Career
Paths.

Hard skills list

Some of the most in-demand hard skills include:

 Bilingual or multilingual
 Database management
 Adobe software suite
 Network security
 SEO/SEM marketing
 Statistical analysis
 Data mining
 Mobile development
 User interface design
 Marketing campaign management
 Storage systems and management
 Programming languages (such as Perl, Python, Java, and Ruby)

What are soft skills?

Soft skills are personal habits and traits that shape how you work, on your own and with others. Effective
communication, for example, is a key soft skill many employers seek. Some others include dependability,
effective teamwork and active listening.

Soft skills are essential to your career and as you search for jobs. While hard skills necessary to successfully
perform technical tasks in a job, soft skills are necessary to create a positive and functional work environment.
For this reason, employers often seek individuals who possess proven soft and hard skills. Some employers may
prefer to select candidates who have a stronger set of soft skills over hard skills, as soft skills are at times more
difficult to develop.

For example, you may be seeking a job in Human Resources but lack prior knowledge of data analysis tools. If
you have references that can attest to the effectiveness of your soft skills, such as empathy, open-mindedness
and communication, an employer may choose you over another candidate whose hard skills are stronger but
who lacks the same level of soft skills.

Soft skills list

Some of the most in-demand soft skills include:

 Integrity
 Dependability
 Effective communication
 Open-mindedness
 Teamwork
 Creativity
 Problem-solving
 Critical thinking
 Adaptability
 Organization
 Willingness to learn
 Empathy

How to include hard and soft skills on a resume

When updating or creating your resume, you might consider including a “Skills” section that highlights your
abilities most relevant to the position. This is especially important for positions with specific technical skills
requirements. For clues on what to include and prioritize in your skills section, carefully review the job posting
you’re applying for. Hard and soft skills the employers wants to see might be found in the “requirements,”
“education” or “desired skills” sections of the post.

Hard skills and soft skills are both necessary to find career success. Although people gain and develop these
skills in different ways, you can learn and develop both hard and soft skills prior to applying for jobs.

How to highlight your skills throughout the interview process

Once you make it to the interview phase, you will have an opportunity to display your soft skills and elaborate
more on your hard skills. You may be asked to display your hard skills with a test or portfolio.

You can highlight key soft skills by:

 Showing up on time or early to the interview (punctuality or dependability)

 Maintaining eye contact (active listening)
 Speaking clearly when prompted (effective communication)
 Answering questions about your resume and experience honestly (integrity)
 Asking follow-up questions (active listening)

You can highlight your hard skills by:

 Elaborating on your experience and training

 Providing a portfolio (digital or physical)
 Effectively answering technical questions related to the work
 Asking follow-up questions related to the work
 Effectively working through skills tests (if required at the interview)
The most effective way to showcase your hard and soft skills is to share specific stories from your past
experience that directly relates to the requirements of the job you’re interviewing for. When you’re telling a
story, begin by presenting the situation, describe the task at hand, explain the actions you took and end with the
result you achieved. This is called the STAR technique and it is a recommended method for providing examples
with structure your interviewers can easily understand.

What’s the difference between hard skills and soft skills?

The key differences between hard skills and soft skills are how they are gained and put to use in the workplace.
Hard skills are often gained through education or specific training. They include competencies like how to use a
certain machine, software or another tool. Soft skills are more often seen as personality traits you may have
spent your whole life developing. They are called upon when you manage your time, communicate with other
people or confront a difficult situation for the first time. Put another way, hard skills could be defined as your
technical knowledge whereas soft skills are your overall habits in the workplace.
EXERCISE-2

PRESENTATION SKILLS

Presentation is an opportunity for you to speak in front of people by making use of visual aids, etc. to
present your topic of research. The material of your presentation should be concise, to the point and tell an
interesting story. In addition to the obvious things like content and visual aids, the following are just as
important as the audience will be subconsciously taking them in:

• Your voice - how you say it is as important as what you say

• Body language - a subject in its own right and something about which much has been written and said.
In essence, your body movements express what your attitudes and thoughts really are.

• Appearance - first impressions influence the audience's attitudes to you. Dress appropriately for the
occasion.

PREPARATION

Prepare the structure of the talk carefully and logically, just as you would for a written report. What are?

• The objectives of the talk?

• The main points you want to make?

Make a list of these two things as your starting point

Write out the presentation in rough, just like a first draft of a written report. Review the draft. You will
find things that are irrelevant or superfluous - delete them. Check the story is consistent and flows smoothly. If
there are things you cannot easily express, possibly because of doubt about your understanding, it is better to
leave them unsaid.

Never read from a script. It is also unwise to have the talk written out in detail as a prompt sheet - the
chances are you will not locate the thing you want to say amongst all the other text. You should know most of
what you want to say - if you don't then you should not be giving the talk! So prepare cue cards which have key
words and phrases (and possibly sketches) on them. Postcards are ideal for this. Don't forget to number the
cards in case you drop them.

Remember to mark on your cards the visual aids that go with them so that the right OHP or slide is
shown at the right time

Rehearse your presentation - to yourself at first and then in front of some colleagues. The initial
rehearsal should consider how the words and the sequence of visual aids go together. How will you make
effective use of your visual aids?

MAKING THE PRESENTATION

Greet the audience (for example, 'Good morning, ladies and gentlemen'), and tell them who you are.
Good presentations then follow this formula:

• Tell the audience what you are going to tell them,

 • Then tell them,

• At the end tell them what you have told them.

Keep to the time allowed. If you can, keep it short. It's better to under-run than over-run. As a rule of
thumb, allow 2 minutes for each general overhead transparency or PowerPoint slide you use, but longer for any
that you want to use for developing specific points. 35mm slides are generally used more sparingly and stay on
the screen longer. However, the audience will get bored with something on the screen for more than 5 minutes,
especially if you are not actively talking about it. So switch the display off, or replace the slide with some form
of 'wallpaper' such as a company logo.

Stick to the plan for the presentation, don't be tempted to digress - you will eat up time and could end up
in a dead-end with no escape!

Unless explicitly told not to, leave time for discussion - 5 minutes is sufficient to allow clarification of
points. The session chairman may extend this if the questioning becomes interesting.

At the end of your presentation ask if there are any questions - avoid being terse when you do this as the
audience may find it intimidating (ie it may come across as any questions? - if there are, it shows you were not
paying attention). If questions are slow in coming, you can start things off by asking a question of the audience
- so have one prepared.

DELIVERY

Speak clearly. Don't shout or whisper - judge the acoustics of the room.

Don't rush, or talk deliberately slowly. Be natural - although not conversational.

Deliberately pause at key points - this has the effect of emphasizing the importance of a particular point
you are making.

Avoid jokes - always disastrous unless you are a natural expert

To make the presentation interesting, change your delivery, but not too obviously, eg:

• speed

• pitch of voice

Use your hands to emphasize points but don't indulge in to much hand waving. People can, over time,
develop irritating habits. Ask colleagues occasionally what they think of your style.

Look at the audience as much as possible, but don't fix on an individual - it can be intimidating. Pitch
your presentation towards the back of the audience, especially in larger rooms.

Don't face the display screen behind you and talk to it. Other annoying habits include:

• Standing in a position where you obscure the screen. In fact, positively check for anyone in the audience
who may be disadvantaged and try to accommodate them.

• Muttering over a transparency on the OHP projector plate a not realizing that you are blocking the
projection of the image. It is preferable to point to the screen than the foil on the OHP (apart from the
fact that you will probably dazzle yourself with the brightness of the projector)
 Avoid moving about too much. Pacing up and down can unnerve the audience, although some animation
is desirable.

Keep an eye on the audience's body language. Know when to stop and also when to cut out a piece of
the presentation.

VISUAL AIDS

Visual aids significantly improve the interest of a presentation. However, they must be relevant to what
you want to say. A careless design or use of a slide can simply get in the way of the presentation. What you use
depends on the type of talk you are giving. Here are some possibilities:

• Overhead projection transparencies (OHPs)

• 35mm slides

• Computer projection (PowerPoint, applications such as Excel, etc)

• Video, and film,

• Real objects - either handled from the speaker's bench or passed around

• Flipchart or blackboard - possibly used as a 'scratch-pad' to expand on a point

Keep it simple though - a complex set of hardware can result in confusion for speaker and audience.
Make sure you know in advance how to operate the equipment and also when you want particular displays to
appear. Sometimes a technician will operate the equipment. Arrange beforehand, what is to happen and when
and what signals you will use. Edit your slides as carefully as your talk - if a slide is superfluous then leave it
out. If you need to use a slide twice, duplicate it. And always check your slides - for typographical errors,
consistency of fonts and layout.

Slides and OHPs should contain the minimum information necessary. To do otherwise risks making the
slide unreadable or will divert your audience's attention so that they spend time reading the slide rather than
listening to you.

Try to limit words per slide to a maximum of 10. Use a reasonable size font and a typeface which will
enlarge well. Typically use a minimum 18pt Times Roman on OHPs, and preferably larger. A guideline is: if
you can read the OHP from a distance of 2 metres (without projection) then it's probably OK

Avoid using a diagram prepared for a technical report in your talk. It will be too detailed and difficult to
read.

Use colour on your slides but avoid orange and yellow which do not show up very well when projected.
For text only, white or yellow on blue is pleasant to look at and easy to read. Books on presentation techniques
often have quite detailed advice on the design of slides. If possible consult an expert such as the Audio Visual
Centre

Avoid adding to OHPs with a pen during the talk - it's messy and the audience will be fascinated by your
shaking hand! On this point, this is another good reason for pointing to the screen when explaining a slide rather
than pointing to the OHP transparency.
 Room lighting should be considered. Too much light near the screen will make it difficult to see the
detail. On the other hand, a completely darkened room can send the audience to sleep. Try to avoid having to
keep switching lights on and off, but if you do have to do this, know where the light switches are and how to
use them.

FINALLY,

Enjoy yourself. The audience will be on your side and want to hear what you have to say!

TOPICS FOR PRESENTATION

1. The effects of global warming are not overestimated

2. News media should give equal attention to all people.
3. Ways to control the human population.
4. The benefits of globalization.
5. Bluetooth Technology
6. Air Pollution
7. Agricultural Policy
8. Child Labor
9. Global Warming
10. Water Resources
11. Tsunami
12. Rainwater Harvesting
13. Feminism
14. Internet
15. The role of Engineers
EXERCISE-3 INTERVIEW SKILLS

An interview is an important opportunity for candidates to meet to be evaluated for selection, whatever
the reason for the selection may be. Organizations approach this task in different ways, with specific purposes
and objectives. It is important for you to be able to ascertain quickly as to what type of interview you are facing,
to be able to take a stance that fulfils the purpose of the interview.

MOCK INTERVIEW

A mock interview is an emulation of an interviewused for training purposes. The interview tries to
resemble a real interview as close as possible, and provide experience for the candidate. Mock interviews are
often videotaped, and the candidate is shown the tape after the session, along with feedback from the
interviewer. Mock interviews are most common for jobinterviews, but may also be used to train people to
handle journalists.

Mock job interviews based on actual job interviews are the key to interview success. The interviews
include:

• The Job Description

• Job Interview Questions

• Follow-up Job Interview Questions - Exclusive feature for a better interview

• Answer Tips

• Interview Resources

Mock interview gives you the feeling the real interview session and you actually starts behaving as if
you are not in the mock interview but in the real interview. Therefore, you have to make sure that how you are
taking this mock interview session. But it really helps in the preparation of your gut for the real interview.

HOW TO CONDUCT MOCK INTERVIEWS

Mock interview is the best bet before going for the real interview. You know that the interview is
impending and you need to prepare for it therefore you are looking out for the option to prepare for the
interview. How to go about it as it is crucial for you career and you don’t want to take chance. Coaching
institute which are going for the preparation of the interview for the candidate take care that mock
interview session is formed the integral part of the training as the mock interview session gives the feeling of
real interview scenario. But what to do incase you are short of time.
 • Mock interview can come to your rescue and you can prepare through the mock interview session and
thus it can be your savior for the moment. But it is the easiest way to go in for the preparation.

• For conducting the mock interview session you need to have four or five friends with you, who all are
some way or the other preparing to take some interview. It would really go to help you as you are sailing
in the same ship.

• Once the group has been formed then the next step for the mock interview is that you are sitting together
and starting the session of the interview. You have to make sure that supposing you are five friends, then
you can form the panel of four people as the interviewing panel and one person for taking the interview.

BENEFITS OF MOCK INTERVIEW

One of the benefit to doing mock interviews before a real job interview is your options. Most job seekers
try to use their friends and family members for practice. If this approaches that you would like to take, you will
want to have your partner ask you common job interview questions, such what your strengths and weaknesses
are. Be sure to answer with professional responses, just as if you would in real job interview.

Another one of the many benefits to doing mock interviews, before you have a real interview, is the
practice that you will receive. It is no secret that job interviews can be nerve-wracking. Even if this isn't your
first job interview, they can still cause you nervousness.

Preparation is another one of the many benefits of mock interviews. The goal of a mock or practice
interview is to help you prepare for an upcoming job interview. This preparation may include answering
common interview questions in a timely matter, giving a proper greeting, as well as departing properly from a
job interview. If this is your first job interview or if you haven't attend a job interview in awhile now, you may
be unsure as to how the process will proceed.

Mock interviews are not only a great way to calm your nerves, but they can also give you guidance,
which can help you sail through your next job interview like a breeze. If you are able to do a mock interview
with a close friend or family member, you may get a number of pointers. Using other individuals, especially
those who are known for their unbiased opinions is the best way to examine your job interview approach. If
your friends or family members have any suggestions, like tips on how you can improve your answers, you may
want to consider their suggestions.

HOW TO PRACTICE A MOCK INTERVIEW

 A mock interview is a rehearsal session like a practicing before football game. It mostly involves two or
more people preparing for an interview. A mock interview is practiced by preparing the questions and creating
an atmosphere for simulating a real interview. The important phases of a mock interview are questionnaire
preparation, exact emulation and honest evaluation.

The following are the practice steps in a mock interview:

Research: To rehearse for a company's interview, the candidate has to perform a research about the
organization. Information to be collected about the company include, company's products, best performing
products, new launches, new launches by rivals, latest developments in the field, market performance, news
about company, media interviews of company's top management etc.

Questionnaire preparation:

Questionnaire for the interview has to be prepared based on interviewer's expectations. It would be
helpful to have a friend or a colleague who has attended the interview. The questions can be prepared by anyone
other than the candidate. The questions should include stress related and tricky questions.

Attire:

Mock interviews are rehearsals, so interview attire is necessary. Rehearsing with the interview attire
helps reveal uncomfortable parts of the dress, which can be altered before or avoided in the interview. Interview
attire in mock interviews pumps up confidence.

The interview session:

The candidate should make sure that the emulation is close to reality, by taking the interview seriously.
A friend or colleague can conduct the interview.

Video mock interview:

Utilization of video on internet can make the interview look real. It helps the candidate to improve body
language, gestures and voice clarity.

Online mock interviews:

Conducting mock interviews through internet is a common technique followed by many

job consultants these days. They are not face to face interview; still they appear to be a real one. It helps in
developing communication skills.
Evaluation and Feedback:

Evaluation of the results should be honest to ensure a successful personal interview. The candidate
should analyze the answers with the mock interviewer and come out with left out points. Areas that have to be
improved, like technical knowledge, updates, voice, communication can be figured out from the evaluation. The
feedback should be given in terms of candidate's body language, etiquettes, attire, confidence level, style, skills
to handle any situation etc. Candidate's weak and strong points should be discussed openly. One should try to
attempt more number of mock interviews to excel in real one.

Going through a mock interview is a great way to calm your nerves before the real thing. Choose your
rehearsal partner wisely---you want the assistance of a friend, parent, sibling or neighbor who is not too timid to
throw you a curveball and give you honest feedback when the practice session is over.

Set the Scene

A polished, professional interview look Stage your mock interview as realistically as possible, right
down to your attire. Wear your interview clothes, including shoes and jewelry. If your clothing makes you
slump, itch or alter your posture, wear something else. Skirts should fall to at least mid-thigh when your legs are
crossed, and a jacket's shoulder seams should be loose enough to allow you to lean forward and offer a
handshake. If jewelry is distracting or interferes with natural movement, leave it off. Walk around the room in
your shoes to make sure they are comfortable in case your interviewer wants to show you around the premises.

Rehearse Your Answers

Before the mock interview, give your partner a list of questions to ask, and request that he add a few of
his own. Ask him to mix up the order of the questions, and include follow-up questions, such as "Tell me more"
or "Give me an example." You should have answers formulated that describe your workexperience,
educationand training, career goals, special qualifications and skills and weaknesses. If your partner asks
something you have difficulty answering, you will know what to work on before your real interview.

As you answer your partner's questions, practice inserting specific examples that illustrate your point,
even if you are not asked to do so. If you are responding to a question about your greatest strengths, do not stop
after you list those strengths-tell the interviewer about a time you demonstrated them. Similarly, if you are
describing a skill you acquired on the job, tell the interviewer how and why you acquired it. For example, if you
learned how to process accounts payable while the office was short-staffed, volunteer this information. It
highlights your adaptability and your willingness to work hard for the greater good of the team.
Your physical behavior during the interview is also important. Practice making direct eye contact with
your partner and smiling as you finish a question. Be on the lookout for nervous gestures that need to be
contained---do you tap your toe against the floor? Twirl a finger in your hair? Cross and uncross your arms?
Say "um" before each response? At the end of the interview, have your partner tell you if you overused gestures
like these. If you did, spend some time in front of the mirror practicing additional interview questions so you
can see the behavior and control it.

Prepare for the Unexpected

During an interview, you may be asked questions you do not have to answer. It is illegal for any
potential employer to ask about your age, citizenship, marital status, health, gender or religious orientation.
Have your partner ask a question about one of these forbidden topics ("By the way, how old are you?"), and
practice your response. You may never need to use it, but it is a good idea to have one prepared.

INTERVIEW QUESTIONS

• Tell me about yourself.

• Tell me about your experience.
• What is your most important accomplishment to date?
• How would you describe your ideal job?
• Why did you choose this career?
• When did you decide on this career?
• What goals do you have in your career?
• How do you plan to achieve these goals?
• How do you personally define success?
• Describe a situation in which you were successful.
• What do you think it takes to be successful in this career?
• What accomplishments have given you the most satisfaction in your life?
• If you had to live your life over again, what one thing would you change?
• Would you rather work with information or with people?
• Are you a team player?

FREQUENTLY ASKED INTERVIEW QUESTIONS

1. Tell us something about yourself.

This may be the first question of an interview. Without focusing on any specific area, a brief description
highlighting the relevance of one’s background, education, skills, and experience may be given.
Example:

I am Deepika and completed by B.E Computer Science Engineering from KCET, Cuddalore, with 8.25
CGPA. And I completed my HSC in Govt Hr. sec school, Tiruvannamalai, with 87.4%. My areas of interests
are mobile communication and circuit designing. I am technically strong in the software skills like Java, J2ee,
Dotnet, Visual Basic, oracle and linux. My project is about “Window Security and Its Dimensions” (As your
wish, the topic can be changed) where dealt about the how the network security in working culture while
creating a document on my own. I had served with various responsibilities both in academic and also non
academic area. My hobbies are Painting, Reading books and listening music.

2. What are your career objectives? What are your short term and long term goals?

All these questions are similar as the interviewers would like to know whether working in their company
falls within the candidate’s objectives. A positive answer to this question would include a focused statement
expressing the candidate’s career goals in relation to the targeted position and conveying the candidate’s
motivation and interest in the job.

Example:

I want to obtain a challenging position in a large software consulting organization, where I should be
able to use my specialized qualification, understanding and experience in business process modeling and
organizational change management to suit customer needs.

3. Why should I hire you?

The interviewers want to know candidate’s interpretation of the job and his/her assessment his/her
suitability for the position. The candidate should be able to establish how well his/her qualification, knowledge,
and skills match the needs of their organization and job requirements.

Example

As you are looking for someone in system analyst with a technical background, my specialized
qualification in software skills with proficient knowledge and excellent communication skills makes me the best
candidate for the job. I hope that my qualification and skills which suits your requirements with that I will prove
my ability towards setting and achieving the company objectives.

4. What makes you interested in our organization?

 Interviewers would like to test the candidate’s knowledge about their organization and his/her interest
and motivation to work with them. This question should be answered in the light of the company analysis that
the candidate has done, projecting the strengths of the company.

Example

The professional excellence maintained and pursued by your company has impressed me and your
company’s experience and innovation combined with the user friendliness, reliability, and quality of its
products and solutions have made it a world leader in software industries. Working with such a growing
organization has been one of my career objectives from the very beginning.

5. Where do you see yourself in five years?

Interviewers would like to know if the candidate’s ambitions and career goals are realistic. The
candidate should answer this question in the light of his/her self-analysis; explicitly express his/her intention to
stay with the organization for a long period.

Example

I would be working as a Project Supervisor in your esteemed company.

6. What are your great strengths?

Interviewers would like to know if the candidate’s strengths match the needs of the job. This question
should be answered in the light of the candidate’s self –analysis highlighting his/her strong points as well as
his/her for the job.

Example

I have strong communication and interpersonal skills and the ability to get along with the others. I have
been able to achieve company targets and live up to the commitments with a sense of urgency.

7. What is your greatest weakness?

Interviewers want to know how the candidate would handle a question like this. It is best to mention a
mild weakness or a weakness that is actually strength and also tell them how one attempt to improve the
weakness.
Example

I aim at and call for nothing short of perfection, and become nervous when I am not able to do
something up to my satisfaction. However, I know that this may sometimes delay a work and try to compensate
with very hard work.

8. How will you rate yourself on a scale from one to ten?

Interviewers want to check the candidate’s level of confidence. An indirect answer that shows the candidate’s
confidence and belief in himself would be the best approach.

Example

I always strive to be the best whatever I do. I believe in being the best.

9. Are you leader or a follower?

Interviewers want to know how the candidate would handle a question like this. The best approach is to
take a middle path, mentioning how one is capable of taking both roles.

Example

I am both a leader and follower. I have successfully completed several projects as a leader but at the
same time I have worked in cross functional teams as a member and have done well.

10. How long do you want to stay with us?

This question should be answered directly conveying the candidate’s interest motivation to work with
the organization for a long period.

Example

I would like to be a part of your organization for a long period.

EXERCISE-4

GROUP DISCUSSION

A Group Discussion can be defined as a formal discussion involving ten to 12 participants in a group. It
is a methodology used by an organization to gauge whether the candidate has certain personality traits and/or
skills that it desires in its members. In this methodology, the group of candidates is given a topic or a situation,
given a few minutes to think about the same, and then asked to discuss it among themselves for 15-20 minutes.

SOME OF THE MOST IMPORTANT PERSONALITY TRAITS THE GD IS TRYING TO GAUGE

MAY INCLUDE:

• Ability to work in a team

• Communication Skills

• Reasoning ability

• Leadership skills

• Assertiveness

• Flexibility

• Creativity

REASONS FOR HAVING A GD:

• It helps you to understand a subject more deeply.

• It improves your ability to think critically.
• It helps in solving a particular problem.
• It helps the group to make a particular decision.
• It gives you the chance to hear other students' ideas.
• It improves your listening skills.
• It increases your confidence in speaking.
• It can change your attitudes.
GD TIPS:

• Initiation Techniques
• Body of the group discussion
• Summarization/ Conclusion
INITIATION TECHNIQUES:

Initiating a GD is a high profit-high loss strategy.

When you initiate a GD, you not only grab the opportunity to speak, you also grab the attention of the
examiner and your fellow candidates. If you can make a favorable first impression with your content and
communication skills after you initiate a GD, it will help you sail through the discussion. But if you initiate a
GD and stammer/ stutter/ quote wrong facts and figures, the damage might be irreparable. If you initiate a GD
impeccably but don't speak much after that, it gives the impression that you started the GD for the sake of
starting it or getting those initial kitty of points earmarked for an initiator! When you start a GD, you are
responsible for putting it into the right perspective or framework. So initiate one only if you have in-depth
knowledge about the topic at hand.

BODY OF THE GROUP DISCUSSION:

Different techniques to initiate a GD and make a good first impression:

i. Quotes

ii. Definition

iii. Question

iv. Shock statement

v. Facts, figures and statistics

vi. Short story

vii. General statement

i. Quotes

Quotes are an effective way of initiating a GD. If the topic of a GD is: Should the Censor Board be
abolished?, you could start with a quote like, 'Hidden apples are always sweet’. For a GD topic like, Customer
is King, you could quote Sam (Wall-mart) Walton's famous saying, 'there is only one boss: the customer. And
he can fire everybody in the company -- from the chairman on down, simply by spending his money somewhere
else.'

ii. Definition

Start a GD by defining the topic or an important term in the topic. For example, if the topic of the GD is
‘Advertising is a Diplomatic Way of Telling a Lie’, why not start the GD by defining advertising as, 'Any paid
form of non-personal presentation and promotion of ideas, goods or services through mass media like
newspapers, magazines, television or radio by an identified sponsor'? For a topic like The Malthusian Economic
Prophecy is no longer relevant, you could start by explaining the definition of the Malthusian Economic
Prophecy.

iii. Question

Asking a question is an impact way of starting a GD. It does not signify asking a question to any of the
candidates in a GD so as to hamper the flow. It implies asking a question, and answering it yourself. Any
question that might hamper the flow of a GD or insult a participant or play devil's advocate must be
discouraged. Questions that promote a flow of ideas are always appreciated. For a topic like, Should India go to
war with Pakistan, you could start by asking, 'What does war bring to the people of a nation? We have had four
clashes with Pakistan. The pertinent question is: what have we achieved?'

iv. Shock statement

Initiating a GD with a shocking statement is the best way to grab immediate attention and put forth your
point. If a GD topic is, The Impact of Population on the Indian Economy, you could start with, 'At the centre of
the Indian capital stands a population clock that ticks away relentlessly. It tracks 33 births a minute, 2,000 an
hour, 48,000 a day. Which calculates to about 12 million every year? That is roughly the size of Australia. As a
current political slogan puts it, 'Nothing's impossible when 1 billion Indians work together'.'

v. Facts, figures and statistics

If you decide to initiate your GD with facts, figure and statistics make sure to quote them accurately.
Approximation is allowed in macro level figures, but micro level figures need to be correct and accurate. For
example, you can say, approximately 70 per cent of the Indian population stays in rural areas (macro figures,
approximation allowed). But you cannot say 30 states of India instead of 28 (micro figures, no approximations).
Stating wrong facts works to your disadvantage. For a GD topic like, China, a Rising Tiger, you could start
with, 'In 1983, when China was still in its initial stages of reform and opening up, China's real use of Foreign
Direct Investment only stood at $636 million. China actually utilized $60 billion of FID in 2004, which is
almost 100 times that of its 1983 statistics."

vi. Short story

Use a short story in a GD topic like, Attitude is everything. This can be initiated with, 'A child once
asked a balloon vendor, who was selling helium gas-filled balloons, whether a blue-colored balloon will go as
high in the sky as a green-colored balloon. The balloon vendor told the child, it is not the color of the balloon
but what is inside it that makes it go high.'

vii. General statement

Use a general statement to put the GD in proper perspective. For example, if the topic is, Should Sonia
Gandhi be the prime minister of India?, you could start by saying, 'Before jumping to conclusions like, 'Yes,
Sonia Gandhi should be', or 'No, Sonia Gandhi should not be', let's first find out the qualities one needs to be a
good prime minister of India. Then we can compare these qualities with those that Mrs. Gandhi possesses. This
will help us reach the conclusion in a more objective and effective manner.'

Summarization/ Conclusion

• Most GD do not really have conclusions. A conclusion is where the whole group decides in favor or
against the topic.

• But every GD is summarized. You can summaries what the group has discussed in the GD in a nutshell.

Keep the following points in mind while summarizing a discussion:

• Avoid raising new points.

• Avoid stating only your viewpoint.
• Avoid dwelling only on one aspect of the GD.
• Keep it brief and concise.
• It must incorporate all the important points that came out during the GD.
• If the examiner asks you to summaries a GD, it means the GD has come to an end.
• Do not add anything once the GD has been summarized.
SAMPLE GD TOPICS:

• Is China a threat to the Indian software industry?

• Role of UN in peacekeeping.
• Position of Women in India compared to other nations.
• Environment Management.
• Is China better than India in software?
• Government contribution to IT
• water resources should be nationalized
• "Balance between professionalism and family"
• Effect of cinema on Youth
• Education in India compared to Foreign nations
• What is the effect of movies on youth? is it good or bad)
• Are studies more beneficial in India or in Abroad?
• "UN's peace activities" and "America's war on Iraq".
• "Environment-Who’s Responsibility".
• US war on Iraq-justified or not.
• Role of UN in Peace keeping