Common Interview Questions About Interpersonal Skills

Common Interview Questions About Interpartieal SkillsCommon Interview Questions About Interpersonal SkillsDuring a job interview,you are likely to field questions about yur interpersonal skills. Interpersonal skills, also known as people skills, are those related to how you interact with others. Most employers consider interpersonal skills to be very important for employees. Someone with interpersonal skills can work well with others, is a good team player, and communicates effectively. Because people skills are so important, expect at least a couple of interview questions about your interpersonal skills. Read below for advice on how to answer questions about interpersonal skills. Also see a list of common questions about interpersonal skills, and sample answers. Why Are Interpersonal Interview Questions Important? An effective worker solves aufgabes, resolves conflicts, and identifies creative solutions. He or she can do this through interpersonal skills. These skills are notlag e hard skills that you can quantify and measure, like computer programming skills or legal knowledge. Instead, they are soft skills- qualities or attitudes that a person demonstrates. While job candidates may be technically savvy, many struggle to work in diverse teams, so its important to find workers who can work collaboratively.Therefore, interpersonal questions are geared toward identifying whether or not a job candidate has these important soft skills. Employers are also looking for your areas of weakness. If you have trouble withpersonal conflicts, for instance, thats a signal that you cannot separate personal passions with work, a major issue in any workplace. Its important to be able to set firm boundaries between your work and personal life. 4 Common Interpersonal Skills Questions and Best Answers Here you will find frequently asked interview questions about interpersonal skills. Below each question, you will find an explanation of what the interviewer wants to know and a sample answer. 1. Tell Me About a Time When You Had to Work With a Coworker You Did Not Like or Trust. What They Want to Know The key to this question is not to focus on the negative or blame your coworker. Instead, focus on being professional. Tell the employer that you recognize that not all coworkers will be best friends, but its necessary to be able to collaborate with everyone. Highlight how you set aside personal differences. Each coworker works differently. In my last job, I had a coworker who tended to work alone and was not very sociable. This made it difficult for me to work with her on team projects. So I asked to speak with her privately, and tried to find common ground- understand how she liked to work, what type of things she specialized in- and we broke the project up to best fit each of our skills and interests. In the end, we met the deadline more efficiently because we each could take ownership of a part of the project. Expand2. Describe a Conflict at Work. Wha t They Want to Know Again, do not place blame on anyone. Highlight where the disagreement came from, what the issue was, and what your rationale was. Emphasize how you worked proactively to resolve the issue and what the final results were. Its never easy to confront a coworker. But I learned that if you explain the situation respectfully you can take steps to resolve the problem. This particular coworker was missing deadlines that pushed our projects behind schedule. I pulled him aside to discuss the situation, and we worked together to improve our workflow by splitting up the work evenly. Expand3. If You Have Staff That Reports to You, How Would They Describe You? What They Want to Know Focus your answer on concrete examples, such as a time you gave your team autonomy or the freedom to come up with creative solutions. I think my staff would say that Im thoughtful. I try to make a connection with each of them. Find out what they would like to work on, and find opportunities, when a pplicable, for them to take the initiative. I think they also find that I am approachable- I encourage them to speak up when a project needs clarification, or speak to me privately if they need help. Expand4. When Youve Started a New Job, How Did You Build Relationships? What They Want to Know Employers want to see that you will be proactive about fitting into the company culture. Emphasize how youve volunteered for projects, joined employee clubs, or invited coworkers to lunch to learn more about their roles. Being the new person at a company can sometimes be stressful. But I find that if you make an effort to break the ice, people will generally like you, and you will like them. I make it a point to introduce myself, and get to know coworkers on a personal level to integrate myself in their team. Expand Tips to Answer Questions About Interpersonal Skills Here you will find practical tips to help you prepare for job interview questions about interpersonal skills. Each tip you ha s an explanation to help you impress your interviewer. Prepare answers ahead of time. Review common interpersonal questions ahead of time, and practice your answers. It will help ensure that you have a number of thoughtful anecdotes ready to answer any interview questions. You can also narrow down the list of questions you prepare for by first making a list of the most important interpersonal skills required for the job. Look back at the job listing and circle any interpersonal skills mentioned. Be sure to prepare an anecdote that proves you have each of the interpersonal skills needed for the job. Use specific examples. When answering questions about yourinterpersonal skills, using concrete examples is important. Anyone can say they are great problem-solvers but if you have an example of how you used out-of-the-box thinking to identify options and decide on an appropriate course of action, you will look far more credible. Consider using the STAR technique to answer questions. It is a useful strategyfor answering interview questions in which you should answer with an anecdote. First, explain the situation you were in (where were you working at the time?). Then, describe the specific task or problem you faced. Next, explain what action you took to solve the problem or complete the task. Finally, explain the results of your actions (did you achieve a success for yourself? Your team? Your company?). Demonstrate your skills. Throughout the interview, you can also demonstrate your interpersonal skills in howyou engage with the interviewer. From your initial firm handshake and smile to the way you listen carefully to the interview questions, your body language and tone can help convey that you are a thoughtful, friendly person who gets along with others. How to Make the Best Impression Independently from which job you are applying to, interpersonal skills are important because they help employees build strong work relationships. This will help increase team prod uctivity, and create a positive work environment for everyone. Your first impression should be the best it can be. Follow these general tipsto prepare for the interview, make your resume standout, and take the time to dress the part. And during the interview, show your interviewer that you are a good team player who can communicate effectively.

Over 141 million Americans breathe in polluted air everyday

Over 141 mio Americans breathe in polluted air everydayOver 141 million Americans breathe in polluted air everydayMore than 141 million Americans are breathing in unhealthy air every day, according to a new report.The American Lung Association released its annual report of air quality and pollution across US counties which found that efforts to change the narrative on air cleanliness have stalled, with 43% of Americans living in areas of whats deemed as unsafe air.Follow Ladders on FlipboardFollow Ladders magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and moreThe report, which focused on 2015 to 2017, discovered that 7 million more people than the previous report are inhaling unhealthy levels of polluted air.The State of the Air report claims that climate change is one of the factors to blame for the startlingly rise. The three years covered in the study were the hottest years recorded globally, with many cities experiencing more ozone and pa rticle pollution. These are often referred to as smog and soot, respectively.Six of the worst cities with air pollution are in California, with areas in California being higher likely due to the western wildfires, according to the American Lung Association vice-president Paul Billings.Were seeing in this years report the impacts of climate change on air quality in really stunning terms, Billings said, via the Guardian.Below are the top 10 smoggiest cities in the US, according to the American Lung AssociationLos Angeles/ Long BeachVisalia, Calif.Bakersfield, Calif.Fresno/ Madera/ Hanford, Calif.Sacramento/ Roseville, Calif.San Diego/Chula Vista/ Carlsbad, Calif.Phoenix/ Mesa, Ariz.San Francisco/ Oakland/ San Jose, Calif.Houston / The Woodlands, TexasNew York City/ Newark (New York, New Jersey, Connecticut.)You might also enjoyNew neuroscience reveals 4 rituals that will make you happyStrangers know your social class in the first seven words you say, study finds10 lessons from Benjami n Franklins daily schedule that will double your productivityThe worst mistakes you can make in an interview, according to 12 CEOs10 habits of mentally strong people

Be Aware of Sexual Harassment in the Workplace

Be Aware of Sexual Harassment in the WorkplaceBe Aware of Sexual Harassment in the WorkplaceBe Aware of Sexual Harassment in the Workplace Berkowitz, Esq.The 2011 Supreme Court ruling sent a message to geschftliches miteinanderes of all sizes, including small business owners. Wal-Mart Stores, Inc. v. Dukesshould be a reminder that it only takes one upset employee to bring a lawsuit no class action needed.For small businesses, workplace discriminationin the form of sexual harassment can be a particular problem.This is often due to the close and often family-owned small businessenvironment that makes them attractive places to work such an environment can sometimes encourage unethical behavior.And when a busy bossis in charge of hiring, human resources and most managerial decisions, it can be difficult to discover and correct workplace harassment after the fact, so workplace harassment prevention is vital.Training and knowledge is key to preventing sexual harassment. Educate your worke rs (and yourself) with a vision statement that outlines workplace ethicsas well as behaviors that are not okay in the workplace.Workplace Harassment Status Quo Might be Status NoIn a small business where many of the employees have been around for a long time and are comfortable with each other, inappropriate behaviors around sexual harassment can become engrained as part of the culture. But it only takes one new hire who doesnt understand the joke to turn a workplace bad habit into a legal headache.Just because no one has complained yet doesnt make the behavior okay, says Julie Taylor, President of small business consulting firm Taylor Management Group.She regularly counsels clients that they need to stop seemingly minor, but inappropriate, practices that have always been done that way.Things like calling female employees girls or sharing sexist cartoons or jokes I have clients who have been accepting behavior like that for years, says Taylor.And the next new employee may be the on e who complains. So it needs to stop now.Not all harassment in the workplace is as obvious as the classic groping in the break room or boss offering a promotion in return for a date, explains Burt Garland, shareholder at labor and employment law firm Ogletree Deakins.And harassment is hard to avoid if you and your employees dont know what it looks like. He suggests working with one of the many law firms or private companies that offer in-house harassment prevention training. It is an expense that is well worth the cost, notes Garland. Better to learn now and put an end to unlawful practices before they cost you.Workplace Behavior Setting GuidelinesIn the service industry, high employee turnoverand relatively young hourly workerscan create its own problems, particularly when many employees know each other from outside work.Former restaurant owner and current Director of Restaurants and Hospitality for Kaplan Real Estate Co., Inc. Kent Hirschfelder recalls the difficulties he had man aging the behaviors of a teenaged workforce where the majority of the servers came from two high schools, and often brought their school and personal problems to work.The rule was to be professional and show respect to every co-worker or face termination, he says. Employees might date each other or hate each other on their own time, but none of that could come with them to work.Managing the Generational WorkforceAnother concern for small businesses, particularly those in the service industry, is differences in the generational workforce.This might include a high ratio of young, hourly workers to a few older managers can lead to an abuse of power, if managers are not carefully hired and trained.A problem manager could make the high employee turnover rate for teenaged employees even higher because young workers are more likely to quit than complain, notes Hirschfelder. As a business owner, you need to keep an eye out for inappropriate behaviors things like sexist jokes, asking young er workers on dates or touching in a personal way and put a stop to them immediately, he says.Find out more Three Steps to Help Prevent Sexual Harassment in the Workplace

Being a Fair Manager in the Workplace

Being a Fair Manager in the WorkplaceBeing a Fair Manager in the WorkplaceThere is no room for ambiguity in peoples assessment of you as a manager who treats people with fairness. Treating people with respect and dealing with everyone in a fair and open matter are just two essential requirements for success as a manager. When the babo Plays Favorites If you have ever worked for a manager who plays favorites or, who treats people with different standards of accountability and performance, you understand how destructive this approach is to morale. In one case, the manager clearly viewed an employee as the star of the group, heaping public praise on him and ensuring that he was involved in the most visible and important projects. This star treatment created hard feelings with the other employees and was frequently referenced when discussing what it was like to work for the manager. Instead of attracting talent, the manager struggled to retain people on his team. In another case, a m anager made it very clear that those who succeeded on her team were the ones who helped her politically. Instead of focusing on the problems and challenges in the workplace, this manager generated a circus of political gamesmanship all intended to curry favor with her. Establishing different sets of rules for different employees is the antithesis of fairness and creates ill will, poor morale and less than optimal performance across the team. Fairness in the Workplace When you treat your employees fairly they focus on navigating the challenges in front of them. They feel respected, cared for, and they develop trust in you as a manager. Instead of focusing on gamesmanship or one-upmanship, employees focus on working towards individual and group goals. When you treat others fairly two things happen. Your employees notice and respect you for it. Your reputation for fair play reinforces their belief in you. Second, the people who you treat fairly will respond in kind. You are teachin g through your actions and modeling the behavior of fairness in the workplace. How to Be a Fair Manager A good manager is one who treats every person she encounters with respect and fairness. Some suggestions for cultivating your reputation for fairness include The golden ruleTreat everyone you encounter as you would like to be treated.No favoritesA manager who is fair does not play favorites. You dont give anyone all the good jobs, or all the bad jobs, just because of how you feel about them. You treat them as the unique individuals they are.Dont take advantageWhen youre being fair, you dont take advantage of others based on your position as the manager. You dont treat someone unfairly just because you can and can get away with it.Model the rules and behaviorsWhen you follow the rulesand apply them equally to everyone, you are being fair. Make aya you apply them to yourself as well. Your do must match your tell, or people will lose trust in you. Change the rulesIf you sense tha t the rules are unfair to individuals or groups, cultivate the courage tochange the rules. Just be sure that the reason you are changing it really is to increase fairness, not just to justify an outcome that might be better for a favorite. Make sure the new rule is applied equally for all.Think about how it affects othersAs you assign work, for example, think about whether you are doing it fairly, but also consider how others will perceive it. If you have a rule that everyone in the company has to pay $20 per month for the shared coffee in the lunch room, think about the stock clerk for whom that $20 is a major expense and about the accountant who doesnt drink coffee. Who does this rule affect them and is it fair? Be honestBe honest with your employees. Tell them why things are done as they are. Tell them why a specific procedure was put in place. Tell them about things you cant tell them, but only if there really is a reason why you cant. When you are honest with them you are treat ing them equally. You arent telling them that just because they arent managers they dont deserve the information. And be honest with yourself too. Look at why youre doing the things you are and in the way you are. The Bottom Line Credibility is critical to your success as a manager and nothing destroys credibility faster than the reputation that you play favorites or deal with people on an inconsistent basis. Be deliberate and even-handed about how you assign work, offer praise and share feedback. The benefits of cultivating a reputation as a manager who deals with people in a fair manner are priceless.

Sales Management

Sales ManagementSales Management

Short Article Reveals the Undeniable Facts About Where to Put Education on Resume and How It Can Affect You

Short Article Reveals the Undeniable Facts About Where to Put Education on Resume and How It Can Affect You What You Should Do to Find Out About Where to Put Education on Resume Before Youre Left Behind The simple fact which you are pursuing additional education could make you mora marketable to employers, plus youre going to be taking steps to guarantee youve got the credentials to be successful in a competitive job marketplace. Including expert development like continuing education really can help you stick out from the pool of candidates. Education is among a small number of crucial sections employers search for on resumes. Depending on the position and the employer, these kinds of universities will supply you with another advantage over other candidates. If youve held any prior jobs (such as internships) You may not have direct experience, but you need transferable skills which can help you secure work in education. Maybe you have practical work experience and techniques th at relate to the job. Be sure to concentrate on your project management abilities. Ok, I Think I Understand Where to Put Education on Resume, Now Tell Me About Where to Put Education on Resume In fact, theres a bit of an species to deciding what things to include on your resume and the way to organize it. Now that you know what things to put on your resume, lets at a few matters you should leave off if youd like to acquire interviews. Not everybody who attends college completes it, for any reason. The Secret to Where to Put Education on Resume Because you will probably have minimum expert experience, dont hesitate to fill your education section with a plethora of information. You can set your education section before or following your experience section. If youre a seasoned professional, set your professional work history section prior to your education. Dont attempt to improve your education section in any manner. As an excess section on a resume, certifications can be us eful in earning your candidacy stick out in the application practice. Its possible to take action to raise the section with certifications or other expert development achievements. The same as other resume sections, including the work experience section or core competencies, the education section is just one of the major parts an expected employer will search for, simply to find a comprehension of the expertise and background of the candidate. Compare this keyword list by means of your college transcript to discover the appropriate coursework. The better part of the moment, employers are somewhat more interested on your contributions or accomplishments. You dont want to provide the employer the incorrect impression, after all. If you would like to add additional info, you can. The aforementioned information is helpful for anybody who has some expert experience. What Where to Put Education on Resume Is - and What it Is Not Generally, the high school part of your education o ught to be far more sparse than the college portion. Its imperative to understand how to list your education on a resume at each stage. When youve come to be a seasoned professional, your education is much less important than at the start of your career. Since you may see, it isnt challenging to understand how to list education in progress on a resume. If you attended college and obtained a BA or BSc, it is not wise to include your prior education or higher school degree details. Generally, higher school students have a tendency to concentrate on their club participation whilst college students often incorporate major class projects. Recent students or recent college graduates will probably want to place the education section to the top of the resume. Again, this is just for recent graduates. What You need to Do If you havent any work experience, then you need to stick to the identical format. Most traditional resumes concentrate on your work experience, yet this format may not be the very best for people who are changing careers or simply starting out. Thats the reason why its so important to be sure that the formatting of your resume is consistent throughout including the manner in which you list your education. So far as the formatting goes for this area, its most effective to think of it like an expert experience section.

Do Your Employees Want Career Development Maybe You Should Send Them Out of the Country

Do Your Employees Want Career Development Maybe You Should Send Them Out of the Country Why do people quit? There are a lot of answers to this question, and it may be surprising to learn that, of the millions of Americans leaving their jobs every month, many are bedrngnis doing so because they want bigger paychecks instead, they do so because they are unhappy with their jobs. Forbes contributor Alan Hall (linked above) bedrngnises that the reasons for this unhappiness are rarely tied to money or benefits 31 percent of employees were unhappy because they felt they lacked empowerment 35 percent were unhappy with internal politics and 43 percent felt they did not receive proper recognition.In short employees really care about opportunities for personal development and professional growth. If talent doesnt find these things at your company, they become disengaged, and youll quickly lose them to employ ers who do offer these things.Millennials are especially interested in training and development opportunities, and theyre mora than willing to jump ship if theyre dissatisfied as weve noted in the past. As increasing numbers of millennials join the workforce, more and more companies will need to offer enticing professional and personal development opportunities or watch as high-level talent passes them by for the organizations who do.Kyle Borchardt, chief operating officer of leadership training firm Virtuali, says that thinking about the reasons why employees leave is what helped his company create Go, a professional development program he describes as study abroad meets business school meets full time job.We really took a step back to understand and evaluate what is wrong with the business environment today, with regard to the high levels of disengagement and the high levels of attrition, especially amongst millennials, Borchardt says.Part of the problem, Borchardt says, is that employers dont fully understand what millennials want and need out of their jobs. While stereotypes cast millennials as needy or entitled, Borchardt believes that millennials simply respond to a different style of leadership. As opposed to just managing millennials, you need to lead millennials, he says. Millennials want developmental experiences. They want to be constantly learning on the job.With an emphasis on the experiential side of professional development, Virtualis Go is a far cry from the team-building exercises and dull, day-long conferences that spring to mind when one thinks of P.D. Consider, for example, that Go is currently the only leadership development program that allows participants to live abroad while continuing to work their jobs.The Program in a NutshellBorchardt explains that Go is not meant to be a one-off program, something that companies do once and never again. Our ideal client would be someone that we partner with, he says, We really want to become a pa rt of their overall talent strategy.For example, Borchardt sees Go as a good addition to any Fortune 500s rotational program for emerging talent. Wed ideally like to be incorporated into that rotation, or the capstone of that rotational program, he says.The Go program comprises four modules which all participants completeModule one is a leadership assessment that aims to help participants discover their individual leadership styles (or leadership brands) through self-assessment, one-on-one coaching and 360-degree feedback from leaders, subordinates, and peers.Module two focuses on virtual team leadership. Borchardt describes it as a 3-4 week project simulation that is a mix of live webinars and classes, and then a hands-on simulation. In the simulation portion, teams work together to solve business cases using only virtual means of communication.Module three is where Go really differentiates itself from other professional development programs, as participants spend 15, 30, or 45 day s studying abroad at Virtualis Buenos Aires campus while continuing to work their full-time jobs. Similar to a nights and weekends master of business administration program, our curriculum is a combination of MBA courses, hands-on business practicums, leadership development activities, a number of cultural activities, a speaker series, and networking events, Borchardt says. Its really this very immersive experience that broadens your view on global business, and it teaches you how to lead and manage a virtual and a global team. You really come back feeling much more fluent working cross-culturally.Module four is an alumni program, which allows graduates of the Go program to access opportunities and resources for continuing development.Borchardt says that the program aims to meet the multiple desires of millennial employees, mixing their taste for learning and development with their passion for travel and their experiences in a globalized culture.Our curriculum is based on the three pillars of personal and professional development, global experience, and flexible work, Borchardt says. I think more and more millennials really want to have a balance between their work and their personal life, and obviously as technology changes the way we work, theres a huge skills gap that exists. Technology has evolved so rapidly, and the human component has not. People dont know how to manage a team remotely or virtually. They dont know how to work with people across different time zones.The Study Abroad Approach to Professional DevelopmentLike a college study abroad program, in which students spend time away from their schools while still completing coursework, the Go program sends participants off to Buenos Aires while allowing them to continue working their full-time jobs. Because participants work throughout the entirety of the program, their development occurs on the job and can be applied in real-time, which ultimately results in more effective learning, Borchardt explai ns. That will ultimately translate to stronger leaders and greater performance.Part of the allure of study abroad programs is that they allow students to meet and mix with new people from new walks of life. Borchardt says that Go offers a similar opportunity. Go participants have the opportunity to experience to people of Buenos Aires, but it should also be noted that the program itself brings together professionals from a variety of careers and industries. We really like the cross pollination of having individuals from different companies working together. You might have a first-time manager from a Fortune 500 company paired with the director of a startup, Borchardt says. Maybe the industries overlap, maybe they dont, but I think having that cross-pollination of individuals working together is paramount in terms of experience, development, networking, and building a broader understanding of how different people work in different environments.By asking participants to work their ful l-time jobs while living in Buenos Aires, Go hopes to help employees learn how to work within the flexible, globalized workforce, in which people may regularly collaborate across borders and time zones. You understand who you are as a leader, and then you learn how to lead and manage a virtual team, and then you actually get to apply those skills in real time from an zwischenstaatlich location, Borchardt says.Before settling on Buenos Aires, Borchardt conducted a full analysis of about 40 cities, taking into account things like safety, cost of living, and the language. Buenos Aires met all of the criteria and also offered a valuable sex appeal, Borchardt jokes. Known as the Paris of South America, Buenos Aires offered participants an exciting location in which to develop their leadership abroad.Go aligns with the top benefits that emerging leaders are looking for, which are professional development, flexibility, and international experience, Borchardt says. He believes that offering these things leads to engaged leaders, higher productivity, stronger culture, better recruitment, and better retention.The real strength of our program is the combination of all that, Borchardt says. Not only will we develop your future leaders at a critical juncture in their career, well also ensure that the individuals themselves remain productive and engaged and ultimately loyal.Expansion PlansFor now, Go only has one international campus (in, as weve mentioned, Buenos Aires). However, Borchardt says it will not be that way forever. Our 3-5 year plan is to expand to 4-6 new markets, he says. Our ideal situation would be that we have one campus on almost every continent.Aside from expanding globally, Go is also looking to expand technologically. Virtuali plans on instituting a platform that allows participants to access trainings, teachings, and other resources from their mobile devices. That would include everything from the courses we currently have to some language learning to ols, so when youre abroad you can just tap your phone when you need to learn a common phrase or communicate with someone, Borchardt explains.Go is certainly an interesting spin on the idea of professional development, designed to quench multiple employee thirsts while keeping them loyal to their employers. After all, how easy could it be the ditch the company that let you to live in Buenos Aires for a while? Go may be a blueprint for companies looking to attract top talent in the future. Its no longer all about paychecks, but exciting, invigorating development opportunities.