India's hottest jobs!
India's hottest jobs!
Forbes.com staff | February 24, 2006
India is growing fast. China is growing faster. Together they will account for more than a quarter of world GNP by 2025.
That's all old news. Yet why are India's bosses more optimistic just now than China's?
Two recent data snapshots illustrate that puzzle, one concerning the job market and the other measuring the confidence of business leaders in the two countries.
Much of the industrialized world frets about a looming talent shortage, but Indian bosses aren't finding it difficult to fill job vacancies at all.
Worldwide, two out of five employers are having difficulty filing positions, according to a 23-country survey released by employment services firm Manpower this week. In India, only one in seven bosses reports such problems.
In China, however, one in four employers reports difficulty in finding staff, with production operators in shortest supply--in contrast to India, where sales reps are the labor market's hot commodity.
Regardless of the ease of finding staff in India, employment prospects remain strong in the economy, Manpower found in a separate survey, its quarterly employment outlook. Its most recent showed Indian employers continuing to report the most optimistic hiring expectations in the Asia-Pacific region, including China.
That reflects their overall optimism about the economy. A survey by management consultants McKinsey & Co. found Indian executives far more cheerful about the future than their Chinese counterparts, by 18 percentage points.
Chinese executives are, if anything, getting glummer. Their view of conditions in their own industries fell by 9 percentage points from when the same survey was taken six months earlier, and overall they had switched from being "fairly hopeful" to "neutral," by McKinsey's characterization.
McKinsey has also found a difference in the hiring plans of Indian and Chinese companies. India's see a steady expansion of new jobs, whereas Chinese executives who plan to increase their workforce expect to add jobs in greater abundance than executives in other countries. (And those who expect to be laying off staff foresee deeper cuts.)
One explanation may lie in a difference in demographic mobility between the two job markets spotted by Manpower. In India, much new hiring is now taking place outside the country's commercial capital, Mumbai, and its IT capital, Bangalore. That, Manpower says, indicates that immobility may be starting to ease.
In China, Manpower notes, university graduates appear reluctant to leave the provincial cities where they studied and are unavailable for work in the internationally connected cities where most multinational and big domestic firms operate.
Developing countries no less than developed ones face a challenge in making sure the right people with the right skills are in the right place at the right time.
India may have several advantages over China in avoiding getting caught in the squeeze between a lack of qualified staff in the high-skills labor market and an oversupply of low-skill workers.
First, India owes much of its growth to private businesses, like Infosys, Wipro, the Tata Group and Dr. Reddys Laboratories, that service American and European high-tech industries such as software, IT services and pharmaceuticals. This has made the supply of high-skill labor more market-driven than in China, where growth has been driven by a planned economy tapping into domestic savings and foreign investment to build a low-cost, often state-controlled manufacturing base.
Second, India benefits more than China from reverse brain drain. China's diaspora of overseas Chinese is greater and more settled than India's diaspora of nonresident Indians. The authorities in Beijing may need to take measures to encourage many more of its students who study abroad to return home to invest their newfound knowledge and skills in the Chinese economy.
Third, English, the lingua franca of global business, is more widely spoken in India than China. English-language skills make citizens more employable by multinationals and better able to do business around the globe. With 16 times the population, China has only three times as many English-speaking engineers as the Philippines.
That is not say that India is without employment challenges: It needs more top-quality engineers and chemists and needs to develop technical and managerial expertise outside its biotech and IT offshoring businesses.
Slideshow: India's New Billionaires
4 steps to acing Group Discussions
4 steps to acing Group Discussions
Rahul Reddy | December 22, 2005
Group Discussions are an important part of the short-listing process for admission to B-Schools.
Why? Because business management is essentially a group activity and working with groups is perhaps the most important parameter of career success as a manager.
These are the four main areas tested in your GD:
i. Content
ii. Communication skills
iii. Group dynamics
iv. Leadership
Content
Content is a combination of knowledge and the ability to create coherent, logical arguments on the basis of that knowledge. Merely memorising facts is pointless. We need an in-depth understanding of various issues as well as the ability to analyse the topic and build arguments.
For example, take the topic 'Are peace talks between India and Pakistan useless or useful?' The candidate should be clearly aware that this is not a test of patriotism. Nor should he or she forget that the purpose of the discussion is getting into a good B-School, and that his or her influence on India's foreign policy is zilch. So, an emotional response would, in all probability, get you disqualified.
Go for a balanced response like, "Even though little has resulted from talks, it is certainly good to see the talks continue." Please remember that your opinion does not matter. The depth of knowledge and logical analysis you show is critical. Unfortunately, such analytical skills are rarely taught at the school and graduate level, so learn and practise first.
ii. Communication skills
Communication is a two-way process, and the role of the listener is critical.
- The listener has his own interpretation of what you say. Unless you listen to him, you cannot figure out whether he or she has understood you.
- Unless you listen, the points you make may not fit in with points made by others. It is easy for an experienced evaluator (moderator) to realise you aren't listening.
Besides listening, you also need the ability to:
- Express your ideas in a clear and concise manner.
- Build on others' points.
- Sum up the discussion made by the entire group.
iii. Group dynamics
As mentioned before, a GD is a formal peer group situation and tests your behaviour as well as your influence on the group. Formal language and mutual respect are obvious requirements. In addition, you need to have:
- Willingness to listen and discuss various points of view. Do not take strong views in the beginning itself; try and analyse the pros and cons of a situation.
- Learn to disagree politely, if required. In fact, it is far better to put forward your point of view without specifically saying 'I disagree' or 'You're wrong'.
- Show appreciation for good points made by others. You can make a positive contribution by agreeing to and expanding an argument made by someone else.
- Size the opportunity to make a summary near the end or, even better, a part summary. Partial agreement or part consensus is a sign of the group's progress. Complete agreement is impossible in the timeframe allotted.
Leadership
One of the most common misconceptions about leadership is that it is all about controlling the group. However, for the GDs we are talking about, leadership is all about giving direction to the group in terms of content.
It is about initiating the discussion and suggesting a path on which the group can continue the discussion.
A good leader is one who allows others to express their views and channels the discussion to a probable decision or conclusion on the given topic.
Types of GDs
i. Topic-based
~ Knowledge intensive: Here, the background knowledge of a subject is required for effective participation (for example: Should India go in for full convertibility of the rupee?).
~ Non-knowledge intensive: Requires structured thinking, but subject knowledge is not required (for example: Do women make better managers?)
~ Abstract: Requires out-of-the-box thinking, analogy and example-based discussion (For example: Money is sweeter than honey, blue is better than red).
ii. Case studies
A structured discussion of a specific situation is given as a case. Sometimes, you will be asked to enact a role play where each participant is allotted a role to play, with relevance to the case study.
iii. Group tasks
These are an extension of case studies where specific objectives are to be achieved as a group.
Conducting GDs
While there is a great deal of variety in the methodology of conducting a Group Discussion, let's discuss the methodology commonly used for B-School selections.
Normally 8-10 students are taken as a group, though in some cases, up to 16 people may be included in a group. The GD lasts for 10-15 minutes.
For a topic-based GD, 2-3 minutes of thinking time may be given; though the group is often told to start right away. For case studies, however, about 15 minutes is given.
The evaluation is done by one or two experts, usually professors from the B-School itself. Please remember that these people are experts with a lot of experience and can be counted upon to observe all details, even if the GD is chaotic.
The candidates may be seated in a circle or in a rectangular arrangement, with or without a table. Seating arrangements may be prefixed or there may be free seating.
The discussion may be stopped at the set time or even earlier. A conclusion or consensus may be asked for, though it usually does not occur. A written or oral summary may asked for at the end from each candidate.
How to prepare?
i. Content
~ Develop subject knowledge on current affairs, general awareness and business trends.
~ Structure arguments on selected topics, considering both sides to the argument.
~ Plan for short and lucid points.
ii. Practice
~ GD skills cannot be learned from books. Get into practice groups.
~ Get skilled people to observe and give feedback.
~ Spend a lot of time analysing each GD performance. Plan specific improvements
Rahul Reddy is an alumnus of IIM-C and the director of the Kolkata centre of T.I.M.E. He has over four years of experience training students for CAT, GD and Personal Interviews.
10 cardinal sins of a Group Dicussion
10 cardinal sins of a Group Dicussion
Vinod Soni, Rajesh Pandita | January 13, 2006
Post the results of the Common Admission Test 2005, you are now gearing up for your Group Discussion.
GDs are used to assess certain group skills that cannot be evaluated in an interview. These include leadership ability, social skills, listening and articulation skills, situational handling ability and the interpersonal ability to function as a team player.
Typically, GDs involve eight to 12 participants sitting in a circle or semicircle discussing a topic for a stipulated time, usually 15 to 20 minutes. They usually follow one of three formats: structured, unstructured or specialised GDs.
i. Regular structured GDs
Here, the time limit and topic is defined. No consensus is expected at the end. No leader is to be selected for facilitating the process. These are easier to handle. Topics chosen are usually general and do not require technical knowledge.
ii. Unstructured GDs
The format is more difficult in this kind of GD. Choosing a leader is mandatory. And you are instructed to reach a consensus at the end of the discussion. The leader has to direct the group, set the tone of the discussion and control the dynamics of the group. Proceedings are sometimes made more complicated by asking the group to propose a topic, discuss it and reach a consensus.
iii. Specialised GDs
These include scripted GDs, where candidates are given a certain brief about the roles they need to play. For example, a business situation is suggested where two companies are negotiating a deal. Here, candidates can be given the profiles of say two CEOs, marketing managers, HR managers, advisors, and a neutral entity like a consultant. Or alternately, they may be asked to essay the roles of the five Pandavas and the main Kauravas, negotiating the distribution of their kingdom in a twentieth century setting.
Content as importanr as process
Content indicates your level of preparation, your ability to organise your thoughts in a logical way, understanding the topic in its totality and your ability to innovate.
The process includes your way of expression, your communication skills, your body language and your attitude.
Most candidates are pre-occupied with process. Consequently, important questions like -- 'what did I say?', 'do I have enough reasoning to sustain my line of argument?', and 'can I think of examples to substantiate my logic?' -- take a back seat.
A sole preoccupation with process alone is fraught with disastrous results. Both content and process are equally important for an effective contribution to a GD.
How do you ensure excellence in both quantity and quality of content? Take a one-minute pause. This is the only way to ensure you perform above a threshold level of quality. Take your mind off the context for one minute. Utilise this minute to focus on what you are going to say and to organise your thoughts. All this must be done much before you are swept off your feet in the maelstrom that will follow.
Critical success factors in a GD
~ Innovativeness: Your ability to look a things with an entirely different perspective.
~ Quality of content: It shows your level of preparedness.
~ Your frequent and consistent participation.
~ Logical ability: Your ability to reason, think and debate on pros and cons.
~ Behavioural skills: Aggression vs assertiveness -- Aggression is viewed negatively. Assertiveness is welcomed. Assertiveness is standing on your own feet, while aggression is trampling on others' feet.
~ Communication: Includes your ability to articulate, to listen and your body language. Clarity of thought leads to articulate language. A functional knowledge of language is all you need as opposed to having an accent.
~ Leadership: Leadership involves all the above skills. More importantly, the fundamental strength you need to portray is MOBILITY.
It is mobility that lets you demonstrate leadership skill as the context demands.
Roles people play
Broadly, participants play the following familiar roles in a GD.
i. Mr Brains: He brings in a lot of matter and comes up with wide interpretations of the topic.
Downside: It is difficult to stop him, as he is preoccupied with the topic discussion as opposed to a group discussion. He is happily oblivious to simple things like who is sitting next to him.
At the end of the GD, if you happen to ask him whether the person sitting next to him was male or female, the answer would most likely be "I do not know".
ii. Shopkeeper: He is the sales man who can sell anything, has the gift of the gab, a very strong ability to relate to people and the ability be at the centre of things.
Downside: He does not usually come up with original thoughts himself. Needs Mr Brains to feed him with readymade ideas he can sell.
iii. Watchman: His role is to maintain order in the group, usually his content contribution is low. He is pre-occupied with directing the group process such as controlling entry and exit of participants. He is crucial for meeting time commitments made to the panel. Especially, in ensuring consensus in group discussions.
Downside: The quantity and quality of original content is low.
iv. Critic: He criticises everyone's ideas, left, right and centre, without contributing anything new.
Downside: He has no original ideas to contribute.
v. Butcher: He does a great service to the group by enhancing the quality of content -- by not allowing the group to get carried with tangential ideas. letting anybody run away by saying anything. Is most welcome in a group, which has one or two aggressive elements in it.
Downside: Too much control can stifle the energy and vibrancy of the group, as even wacky ideas can contribute to the development of the discussion and of more solid arguments.
vi. Spectator or passenger: He is involved in the proceedings but plays a limited role.
Downside: His contribution is very limited and he does not affect the outcome of the group task.
What role do I play?
Each role has several benefits in isolation. However, strong attachment to any single role throughout the GD could limit your chances of success. To do well it is important to demonstrate leadership at every moment.
You must work to achieve an ability to move across these roles as the situation demands. Anyone seen to be performing more than three of these roles will definitely make a strong positive impact on the panel. Mobility is the key word in becoming effective in GDs.
The roles discussed above are not water-tight compartments. The key to success in GDs is to be able to effortlessly move from one role to the other, depending on the situational demands, without getting trapped in only one role.
Holding centre-stage at a GD
There are certain tricks that help you retain centre-stage for longer durations and which provide you with abundant chances to speak. However, these should be used with caution, and at appropriate moments.
~ Give data, examples, anecdotes, and survey figures, compelling short stories. This gives people the impression that you know a lot, and also participants do not brand you a bore or Mr Brains. You also avoid facing interjections or arguments. However, be sure of the validity/relevance of your data or story. Always remember the age-old formula for success: KISS -- Keep It Short Stupid.
~ PEST Analysis. No, this has nothing to do with rodents. It stands for aspects of the topic that pertain to the Political, Economic, Social and Technological.
For example, with the political aspects, start with a basic blasting of politicians in the context of the topic and you will have the whole group swearing by you.
~ Use hand motions. Try to speak point-wise and use hands as if counting the points on your fingers. Everyone will get the impression that you have several well-structured points in your head and they will not mess around with you.
~ What should you do when you have four participants speaking and hollering without a worry in the world? Identify the most nervous participant who has been desperately trying to get a word in without success, make sympathetic eye contact with him, and simply point him out by saying 'Let's give him a chance to speak.' Irrespective of his performance, which most probably will be a non- starter, you will have yourself as the cynosure of all eyes, and it is now your call.
~ 'Are we not digressing from the topic?' This acts as a death knell for members of the group who are speaking just for the heck of hearing the noise they are capable of making. They may get alarmed and silent, and it is then your turn to move in.
~ Chattering your way to success. If you have seen Mandira Bedi in action on the cricket commentary scene, you will understand this. The method is to start your monologue without a worry in the world, in a bland tone, making eye contact with one or more individuals. If you can manage to speak on without pausing for long enough, people will listen. You require a couple of attributes to pull it off, though, including a thick skin and the ability to speak a lot.]
The road ahead
How much you can benefit from these tips depends largely on you. Work on the 10 aspects of the interview questions. To our mind, if you spend a lot of time in knowing what is relevant in your context, you will not be at a loss for content or ideas at the interview.
Additionally, working on your personality, talking to people, seeking feedback proactively will help your cause. Along with these, reading a lot to improve your general awareness as well as in interest areas will give you the necessary content. The process needs to be worked upon by taking part in mock interviews and GDs with friends.
A word of caution -- the quality of feedback as well as the experience of people who give feedback is important. It's like an apprentice chef making a dish at a five-star hotel and the master chef finally tasting it and adding the right amount of salt.
Cardinal sins: Never do these
~ Do not use slang like yaar, hajjar, univ, princi, etc or verbal tics such as hmm, like, but, etc.
~ Do not stage an accent.
~ Do not use verbal stresses unless a method actor like Al Pacino or Naseeruddin Shah trains you for it.
~ Never bluff as the panel will easily know even if you are an accomplished liar.
~ Never interrupt or finish a sentence for an interviewer.
~ Never show up late.
~ Never get defensive or try to rationalise.
~ No negative words about anyone.
~ Never give an answer that is good but does not answer the question asked.
~ Never allow yourself to lose focus after a string of unanswered questions.
Vinod Soni and Rajesh Pandita are trainers with ManyaCAT, which prepares students for competitive exams like CAT, XAT and GMAT.
DON'T MISS!
GD tips
Key GD tips, revealed!
Brijesh Singh | February 16, 2005
n our previous article, we discussed the personality traits required to excel at Group Discussions.
Let's go on to how GD is initiated and summarised.
A group discussion can be categorically divided into three different phases:
i. Initiation/ Introduction
ii. Body of the group discussion
iii. Summarisation/ Conclusion
Let's stress on the initiation and summarisation:
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 favourable 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 indepth knowledge about the topic at hand.
There are 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
~ 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 (Wal-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.'
~ 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.
~ Question
Asking a question is an impactful 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?'
~ 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'.'
~ 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 utilised $60 billion of FDI in 2004, which is almost 100 times that of its 1983 statistics."
~ 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-coloured balloon will go as high in the sky as a green-coloured balloon. The balloon vendor told the child, it is not the colour of the balloon but what is inside it that makes it go high.'
~ 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 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.'
Summarisation Techniques
Most GDs do not really have conclusions. A conclusion is where the whole group decides in favour or against the topic.
But every GD is summarised. You can summarise what the group has discussed in the GD in a nutshell.
Keep the following points in mind while summarising 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 summarise a GD, it means the GD has come to an end. Do not add anything once the GD has been summarised.
DON'T MISS!
Brijesh Singh is an alumnus of Mumbai's Jamnalal Bajaj Institute of Management Studies. He is Project Head, Top Careers and You (www.tcyonline.com), which prepares students for competitive examinations.
Are you good at group discussion?
Are you good at group discussion?
November 25, 2004
 ave you ever seen a football game?
Or been a part of a football team? These questions might seem awkward and absurd when talking about How to crack a Group Discussion to get into a top B-School. But they are relevant to understand the nuances of a Group Discussion. Just reiterating the cliché that a Group discussion, or GD, as it is commonly called, is a group process or a team building exercise does not help students. As in a football game, where you play like a team, passing the ball to each team member and aim for a common goal, GD is also based on team work, incorporating views of different team members to reach a common goal. A Group Discussion at a B-School can be defined as a formal discussion involving ten to 12 participants in a group. They are given a topic. After some time, during which they collect their thoughts, the group is asked to discuss the topic for 20 to 25 minutes. B-Schools use the GD process to assess a candidate's personality traits. Here are some of the most important personality traits that a candidate should possess to do well at a GD: 1. Team Player B-Schools lay great emphasis on this parameter because it is essential for managers to be team players. The reason: Managers always work in teams. At the beginning of his career, a manager works as a team member. And, later, as a team leader. Management aspirants who lack team skills cannot be good managers. 2. Reasoning Ability Reasoning ability plays an important role while expressing your opinions or ideas at a GD. For example, an opinion like 'Reduction in IIMs' fees will affect quality' can be better stated by demonstrating your reasoning ability and completing the missing links between fees and quality as: 'Reduction in IIMs' fees will result in less funds being invested on study material, student exchange programmes, research, student development activities, etc. 'Moreover, it costs money to attract good faculty, create good infrastructure and upgrade technology. 'With reduction in fees, less money will be available to perform these ,activities which will lead to deterioration in the quality of IIMs.' 3. Leadership There are three types of situations that can arise in a GD: ~ A GD where participants are unable to establish a proper rapport and do not speak much.
~ A GD where participants get emotionally charged and the GD gets chaotic.
~ A GD where participants discuss the topic assertively by touching on all its nuances and try to reach the objective. Here, a leader would be someone who facilitates the third situation at a GD. A leader would have the following qualities: ~S/he shows direction to the group whenever group moves away from the topic.
~S/he coordinates the effort of the different team members in the GD.
~S/he contributes to the GD at regular intervals with valuable insights.
~S/he also inspires and motivates team members to express their views. Caution: Being a mere coordinator in a GD does not help, because it is a secondary role. Contribute to the GD with your ideas and opinions, but also try and steer the conversation towards a goal. 4. Flexibility You must be open to other ideas as well as to the evaluation of your ideas: That is what flexibility is all about. But first, remember: Never ever start your GD with a stand or a conclusion. Say the topic of a GD is, 'Should India go to war with Pakistan?' Some participants tend to get emotionally attached to the topic and take a stand either in favour or against the topic, ie 'Yes, India should', or, 'No, India should not'. By taking a stand, you have already given your decision without discussing the topic at hand or listening to the views of your team members. Also, if you encounter an opposition with a very strong point at the 11th hour, you end up in a typical catch-22 situation: ~If you change your stand, you are seen as a fickle-minded or a whimsical person.
~If you do not change your stand, you are seen as an inflexible, stubborn and obstinate person. 5. Assertiveness You must put forth your point to the group in a very emphatic, positive and confident manner. Participants often confuse assertiveness with aggressiveness. Aggressiveness is all about forcing your point on the other person, and can be a threat to the group. An aggressive person can also demonstrate negative body language, whereas an assertive person displays positive body language. 6. Initiative A general trend amongst students is to start a GD and get the initial kitty of points earmarked for the initiator. But that is a high risk-high return strategy. Initiate a GD only if you are well versed with the topic. If you start and fail to contribute at regular intervals, it gives the impression that you started the GD just for the sake of the initial points. Also, if you fumble, stammer or misquote facts, it may work against you. Remember: You never ever get a second chance to create a first impression. 7. Creativity/ Out of the box thinking An idea or a perspective which opens new horizons for discussion on the GD topic is always highly appreciated. When you put across a new idea convincingly, such that it is discussed at length by the group, it can only be positive. You will find yourself in the good books of the examiner. 8. Inspiring ability A good group discussion should incorporate views of all the team members. If some team members want to express their ideas but are not getting the opportunity to do so, giving them an opportunity to express their ideas or opinions will be seen as a positive trait. Caution: If a participant is not willing to speak, you need not necessarily go out of the way to ask him to express his views. This may insult him and hamper the flow of the GD. 9. Listening Always try and strike a proper balance between expressing your ideas and imbibing ideas. 10. Awareness You must be well versed with both the micro and macro environment. Your awareness about your environment helps a lot in your GD content, which carries maximum weightage. Caution: The content or awareness generally constitutes 40 to 50 percent marks of your GD. Apart from these qualities, communication skills, confidence and the ability to think on one's feet are also very important. Brijesh Singh is an alumnus of Mumbai's Jamnalal Bajaj Institute of Management Studies. He is Project Head, Top Careers and You (www.tcyonline.com), which prepares students for competitive examinations. | 
| 
|
|
|
How good is your English?
How good is your English?
January 31, 2006
What: The British Council invites registrations for the Cambridge Key English Test and Preliminary English Test.
Test details
~ KET and PET comprehensively assess your overall language abilities covering four language skills.
- Listening
- Reading
- Writing
- Speaking
~ The test questions are based on real-life situations and give you a detailed assessment of your strengths and weaknesses.
~ The examinations are linked to the levels of the Common European Framework established by the Council of Europe.
~ The tests are administered across India by the British Council.
Benefits
~ They give a comprehensive feedback about your English language skills.
~ They expose you to international English language tests.
~ They are the stepping stones to the Higher Cambridge main suite qualifications.
~ They complement the existing school and college certificates held by you.
~ They improve your overall English language ability through positive learning experiences.
~ They increase your confidence in using the English language.
~ They are suitable for all irrespective of your nationality, ethnicity or linguistic background.
Are you eligible?
~ You can apply if you are 12 years or older.
Examination fee
- KET: Rs 1,350
- PET: Rs. 1,700
Important dates
~ KET and PET will be held on March 18.
~ The examination module will be scheduled between March 10 and 20.
~ The closing date for registrations is February 3.
Results
~ You are provided with a Statement of Results which includes a graphic display of your performance in each paper.
~ You will receive it in approximately eight weeks after the test date.
~ If successful, you are awarded a certificate approximately a month after the dispatch of results.
How to register
~ Send a detailed e-mail about yourself along with a copy of your resume to the following e-mail addresses:
~ You can also call up the following numbers:
- Mumbai: (022) 22823560, ext: 2
- Ahmedabad: (079) 26464693/26469493
- Pune: (020) 25654352
~ You can also log on to the following Web sites, to register:
Information about job interviews are provided by rediff.com only as a reader service. rediff.com does not benefit monetarily from such information.
