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Presentation
Skills
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While hard work and good ideas are essential to success, your ability
to express those ideas and get others to join you is just as important.
Much of this verbal expression will be one on one or in small
groups, but periodically you will be involved in more formal and
public speaking in front of larger numbers. If this thought makes
you nervous, you are not alone.
Many speakers lack the skills and confidence to make effetcive
presentations. We have all been victims of speakers who put us to
sleep. Despite knowing how ineffective many speakers are, many of
us have found that, despite the best intentions, we havent fared
much better. We knew the topic and the ideas were written down,
but the presentation still didnt go well. Was it the way youdelivered the presentation? Was it because the audience didnt seem
interested?
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The biggest problem with
communication is the illusionthat it has been accomplished.-George Bernard Shaw
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What was wrongwith that?
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What is your vision of
the ideal presenter in
our environment?
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I always think a great speaker
convinces us not by force ofreasoning but because he isvisibly enjoying the beliefs he
wants us to accept.
-W.B. Yeats
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Podium Panic
For some people, the
thought of giving apresentation is morefrightening than falling offa cliff, financial difficulties,snakes and even death.
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Dealing with Podium Panic
Be yourself
Practice deep breathing/visualization techniques
Begin in your comfort zone
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Check out the room in advance
Concentrate on the message
Begin with a slow, well preparedintro; have a confident and clear
conclusionBe prepared and practice
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Never let them out of your sight.
Looking them in the eye makes them
feel that they are influencing what you
say.
Eye contact allows the presentation toapproximate conversationthe
audience feels much more involved.
Eye Contact
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Body Language
NO-NOs
Lean on or grip the podium
Stand immobile
Use a single gesture repeatedly
Examine or bite your fingernails
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Body Language
NO-NOs
Cross your arms in front of your chest
Use obviously practiced gestures
Chew gum or eat candy
Click or tap your pen, pencil or pointer
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Body Language
NO-NOs
Lean into the microphone
Shuffle your notes unnecessarily
Tighten your tie or otherwise play withyour clothing
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Voice
Voice Intelligibility
Pronunciation
Vocalizedpauses
Overuse of stock
expressions Substandard
grammar
Voice Variability
Rate of speech
Volume
Pitch or tone
Emphasis
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Preparing Content
Analyze yourAUDIENCE.Define what ACTION you want
them to take.
Arrange yourARGUMENT to move
them.
3 As
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Analyze Your Audience
What are their names, titles,
backgrounds, reasons for attending,
etc?
What are their big concerns?
What are their objectives, fears, hotbuttons, and attitudes?
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Analyze Your Audience
What is their perception of youand your institution?
What are their questions likely tobe?
What is personally at stake forthem?
How much detail do they need?
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Define What Action
What action do you want the
audience to take?
Define it in terms of the audience.
What will they feel, believe, and do
after hearing your talk?
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Arranging Your Argument
1. Shake hands with the audience.
2. Get to the point.
3. Present your theme.
4. Tell Em3.
5. Develop your agenda point by point.
6. Summarize and recommend.
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Visual Aids
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Visual Aids
(not the stars ofthe show)
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Design Concepts
Big
Simple
Clear
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Big
Should be able to read
everything from the back row
At least 28 pt, preferably 36
Use the floor test
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Simple
No more than 6 lines
No more than 7 words per
line
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Clear
Arial or Helvetica
Blue background with yellow text
Avoid overuse of red, shadows,
animation and transitions
Beware of busy backgrounds
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Clear
Clip art should add to the content
Ditto on sound clips
Use a different background only
to emphasize one slide
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NEVER arguewith a member of
the audience.
THE RULE
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Look at the questioner.
Remain neutral and attentive.
Listen to the whole question.
Pause before you respond.
Address the questioner, then move your
eyes to others.
Instead
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Easy as A B C
I cant Answer that
question Because ,but I Can tell you
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Better to keep your
mouth shut and appearignorant than open it
and remove all doubt.-Mark Twain
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Make sure you have finishedspeaking before your audiencehas finished listening.
-Dorothy Sarnoff
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e n t on:
Negotiation is a basic means of
getting what you want fromothers by interactive
communication designed to
reach an agreement
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Dictator
Difference
InOpinion
Share
OrExchange
Conflict
Yes but /
No becauseNegotiate
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1. There must be at least two or more
parties involved.2. There is a common interest
between parties.
3. Have definite goals and objectives.
4. Allow adequate time for the
process
Basics Of Negotiation
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MajorInfluences on the Process Choice
Issues
Timerelationship
Attitude
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1. Positive Attitude
2.
Knowledge of the Negotiationprocess
3. An understanding of people
4. A grasp of your subject5. Creativity: settle on a solution before
you negotiate
Basic Elements of
Successful Negotiation
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1. Relate: Building a relationship
2. Explore: Interests of both sides
3. Propose: One concrete
proposal addresses allunderlying interests
4. Agree: Compromising & create
Negotiation Process REPA
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1. Benefits:
- Avoid surprises
- Provide more options
Planning For Negotiation
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2. Process:A. Rational: Why we are
negotiate
B. Objectives (Yours): Goalspriorities
C. Differences: Possible
conflicts
Planning For Negotiation
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1. Protect your self from
agreement you reject
2. Make the most assets to
satisfy your interests.
Objectives of Power Negotiation
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BestAlternativeTo a
NegotiatedAgreement toproduce something better
The better your BATNAthegreater your power
Know Your BATNA
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A. Learn to flinch
B. Recognize that people often ask morethan they expect to get
C. The person with the most information
usually does better
D. Practice at every opportunity
E. Maintain your walk away power
Five Ways To Negotiate Effectively
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A. Self confidence, patient, empathy.
B. Know when to start, stop & your bottomline
C. Know your best alternative to a
negotiated settlement BATNAD. If other party respects you they will try
harder to agree with you
E. Aware of non-verbal communication
The Negotiator Must Be:
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Successful Interviews
Making the most of the interview
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Interviews
Interview = A meeting with an objective
Employers objective is to find the best person for the job Employer: reviews candidates experience and abilities
Can you do the job? (skills, abilitie, qualifications) Will you do the job? (interest, attitude & motivation)
How will you fit into the organisation? (personality)
You: impress employer and assess position on offer What does this position offer me?
How does it fit with my career plans?
Congratulations - you have passed the first hurdle
You must prove that you are the most suitable candidatefor this position
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Preparation is the key to success
Review own skills, experiences and qualities Check CV
Anticipate questions and identify relevant examples
Prepare key selling points
Research organisation Websites, reports, articles, company literature, etc
Contacts with knowledge of organisation or sector
Relevant articles in the press
Personal visit or telephone call Research job and occupational area
Job description or similar
Current issues
Prepare your questions
Practice
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Watch the Body Language
First impressions very powerful
Halo effect or Devil effect
Allow time to relax Dress appropriately
Entrance, introductions & handshake
Smile and make eye contact
Be aware of own movements
Watch body language of interviewer
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Typical Questions
About you Tell me about yourself - Bring me up to date with your CV?
Why did you choose that particular degree programme?
What experience have you had that is relevant to this post?
What would you consider your major achievements to date? About the job
What interests you about this job?
What do you know about this organisation?
What other options are you considering?
How do you see your career developing 5 years? If you were Head of Department, what would be your priorities?
General knowledge What do you think of the Governments policy on college fees?
Whats your opinion of the Ryanair bid for Aer Lingus?
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Other Type of Questions
What if Questions No experience - how are you likely to respond to a
situation
Probing Questions
How exactly did you deal with the situation?
How did you know it worked?
How did you feel about the outcome? Could you have handled it differently?
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Competency-based Interviews
Company identifies key skills required for job
Designs questions to elicit evidence of skills
Emphasis on past behaviour as predictor of success
Teamwork:Describe a team project you worked on. What problems arose?How did you deal with them?
Communication Skills:Describe situation when you had to persuadeothers to support your view. Give an example of any reports youve written whichillustrate your writing skills
Interpersonal skills: What kinds of people do you find it difficult to workwith? How do you handle those situations?
Taking Responsibility:Describe a time when you took responsibility toachieve a challenging goal
Problem-solving:Tell about a time when you had several tasks to manage atone time with conflicting deadlines.
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Preparing for Competency Interview
Identify the competencies required for job
Review job description or ask for information
Define each competency in behavioural terms Identify past experience to illustrate how you
demonstrated that behaviour
Prepare examples for each competency
Practice talking about your experience
Try to give a complete answer - STAR
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Responding to Competency Q
Q Give me an example of a problem you encountered.How did you approach it. What was the outcome?
STAR response
S: Describe the situation
T: Explain the task/problem that arose
A: What action did you take?
R: What was the result or outcome? What did you learn from this experience?
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Matching Skills to Requirements
Employer needs
Communication
Team workLeadership
Initiative
Customer Care
IT
Commercialawareness
Your evidence
Presentation to class
Example from CoopClass rep, Committee
Fundraising for charity
Working in
SuperquinnDesigned website
Business pages
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Your Answers
Listen carefully, seek clarification
Illustrate answers with real examples andevidence
Be positive constructive criticism
Keep answers specific and succinct
Take time to respond
Be alert to interviewers body language Speak clearly, smile and show enthusiasm
Know what you want to say, and find theopportunity
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Qualities Employers Seek
Good all-round intelligence
Enthusiasm, commitment and motivation
Good communication skills Team work ability
Ability to solve problems
Capacity to work hard Initiative and self-reliance
Balanced personality
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Copmpetencies required by X Company
Adaptability
Integrity
Innovation
Teamwork
Initiative
Drive for Results
Know the Business Open Exchange of Information
Makes Difficult Decisions
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Your Questions
Training programmes
Career development opportunities
Types of projects & responsibilities Reporting structure
Performance appraisal
Profile of staff Questions about topics raised in interview
What happens next?
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Interview Marking Sheet
Name Mark-max 100
Communication Skills Max 30
Problem Solving Max 20
Team Fit Max 20
Relevant Experience Max 20
Project Management Max 10
Total Marks
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What creates a bad impression
Poor personal appearance
Negative attitude evasive, using excuses
Lack of interest and enthusiasm Lack of preparation
Poor knowledge of role
Failure to give concrete examples of skills Over emphasis on money/rewards
Lack of career plan
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After the Interview
Review own performance
what went well
what went badly
what you wished you had saidprepare for next stage
Invitation to second / final round interviews
assessment centre
psychometric testing
panel interview
Rejection letter / email
if you can request feedback - use it
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Telephone Interviews
Prepare as thoroughly as for real interview
Select comfortable, private, quiet place
Advise flatmates re answering phone
Have copy of CV and company information Have pen and paper at hand
Prepare for usual interview questions
Practice on phone
Record answers Try standing
Smile and use gestures
Avoid monotones
Be yourself
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Other Types Of Interviews
Rotating
Like one-to-one with different interviewers
Group
6-8 candidates Group observed while discussing topic
Be aware of group interaction
Panel
2-5 interviewers, or as many as 13!! Try to identify different roles
Respond to interviewer, include others through eye contact
May involve presentation
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Assessment Centres
Company premises or neutral venue
Includes social or informal events
Meeting with recent graduates or managers
Activities include: Group exercises
Practical tasks and exercises
Report writing
Oral Presentations Psychometric assessments
Interviews
Simulates real work environment
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Psychometric Tests
Aptitude Tests- measure skills relevant to position Verbal comprehension - evaluate logic of text
Numerical reasoning - interpret statistical data
Diagrammatic reasoning - recognise patterns Watch timing complete as many as possible
Personality Questionnaires Look at personality style
No right or wrong answers
Be spontaneous, dont try to second-guess Tests include built-in checks
Employers may be looking for different personality profiles
Practice using online tests on www.ul.ie/careers
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Web Resources for Interviews
UL Careers website: www.ul.ie/careers
Gradireland website: www.gradireland.com
Careers4graduates: www.careers4graduates.org Doctor Job: www.doctorjob.com (Virtual Interview)
Prospects: www.prospects.ac.uk
Realworld: www.realworldmagazine.com
Virtual Career Coach: www.windmillsprogramme.com BBC: www.bbc.co.uk/radio1/onelife/work
http://www.ul.ie/careershttp://www.gradireland.com/http://www.prospects.ac.uk/http://www.realworldmagazine.com/http://www.windmillsprogramme.com/http://www.bbc.co.uk/radio1/onelife/workhttp://www.bbc.co.uk/radio1/onelife/workhttp://www.windmillsprogramme.com/http://www.realworldmagazine.com/http://www.prospects.ac.uk/http://www.gradireland.com/http://www.ul.ie/careers