1: Reflective Response to Interview Feedback
What did you learn about interviewing (based on workshop activities and your research)? How does this learning build on your prior knowledge, personal experiences, or expectations in relation to interviewing?
There are many aspects that I learned about interviewing. I have to meet different people or applicants who have different personality levels and experiences. The big learning aspect regarding the interviewing is the alignment of job requirements with skills and experiences. It is necessary for an interviewer to come up with proper human intelligence to drive intention and credibility. Interestingly, I only have to think with the perspective of the organization that can help me formulate different questions. Based on the job nature and the applicant’s credibility, structured or unstructured interviews can be conducted (Hartwell & Campion, 2016). On the other hand, the role of the interviewer can be streamlined due to prior knowledge, personal experiences, and expectations. For Instance, the prior knowledge may include applicant’s data, job nature, and industry trends. Moreover, knowledge about organizational culture is also effective to bring the perfect job fit. Being an interviewer, I learned how to evaluate the experience and expectations of an applicant. Different workshop activities and research helped me obtain some key insights and modern trends regarding the interview. For Instance, using the interview evaluation form facilitates me to obtain the intentions of the interviewee. This evaluation form is a better way to indicate some strengths and weaknesses. Workshop activities are helpful to emerge in critical situations. Thus, based on the knowledge, experience, and expectation, I can manage and control the whole interview process and contribute in hiring the best person for the organization. The most important thing is to adopt some modern interview trends, and it can make the interview process result oriented (Budnick, Kowal, & Santuzzi, 2015).
What does your peer feedback tell you about your strengths and weaknesses when it comes to job interviews? How does this compare to your self- assessment of your interview strengths and weaknesses?
Peer feedback regarding the job interview tells many strengths and weaknesses. Based on these strengths and weaknesses, I improved the interview process. For Instance, my strength is enthusiasm, and it is quite visible in an interview process. It fascinates the applicant to become assertive and provide answers according to expectations. Strength according to peer feedback is created. Interestingly, I have found some creative ways to ask the creative question. Instead of putting the applicant or interviewee in trouble, creativity makes him/her comfortable in the interview process. The element of respect in the whole interview is a big strength. The interviewer may face some frustration from the applicant. However, the element of respect is effective to enable the result oriented. Conversely, the biggest weakness is being too critical when asking questions and examining answers. Sometimes, it creates a negative perception. Another weakness of an interview process is attempting to make everyone happy. The element of the merit in an interview process should not be compromised. These are some weaknesses that are to be eliminated. Interestingly, it can be compared to my self-assessment. For Instance, strengths and weakness in the interview process indicate my personality, skills, and behavior traits. Thus, the interview strengths and weaknesses can be compared to obtain the difference and improve my personality as well. I have to adopt personality traits and behavior, which are to be generally accepted. This comparison is a source to get insights and contain the improvement. It seems the change, which is necessary for the passage of the time (Tracy, 2016).
What actions do you plan to take based on your learning about this topic, including your own research and the peer feedback you received (i.e., how will you behave differently next time, what will you stop or start doing)? If you anticipate no changes, explain why. Be specific and use examples?
Based on my learning, I would like to adopt different traits to become a good interviewer. Feedback and research have helped me to examine some key factors that are to be integrated with the interview process. For instance, my first action is to streamline the knowledge about the job that can make the interview process relevant. Interview questions must be pertinent to the job nature, requirement, and personal experience of the applicant. Next time, I will behave differently by adopting emotional maturity. In different situations, I would like to understand the consequences before making any decision. Listening attentively is another key trait. Next time, I will stop asking irrelevant questions and focus on the information which is to be provided by the interviewer. Thus, these are some key changes for me in an interview process. If I do not anticipate changes, the impact seems negative. For example, if I do not listen to the applicant carefully, they may perceive that I am not willing to hire a person. All these changes are good for creating a positive perception about the company and interviewers. These are the needs of an interview in an interview process, and therefore, the anticipation of these changes is imperative. For example, through anticipating these changes, I will be in a better position to identify the unique values and talent of people. The purpose is to hire the right person for the company. Finally, the anticipation of these changes can help to meet this purpose in an effective manner (Torres de Oliveira & Figueira, 2018).
2: Reflective Response to Assessment Centre Feedback
What did you learn about LGDs (based on workshop activities and your research)? In addition, how does this learning relate to your prior knowledge, personal experiences, or expectations in relation to LGDs?
I learn many things from the leadership group discussion (LGD). Based on workshop activities and research, leadership discussions are helpful in obtaining some key insights. Being a leader in an organization, I can control the process effectively in different situations. In complex business situations, the leadership group discussion provides me with some key factors that can be adapted to emerging in different situations. For instance, in the survival case study, I have to make an early decision to survive in an unfavorable situation. The decision-making trait is a big learning aspect, as the right decision at the right time is mandatory for a leader to gain success and sustain the process for a long run (Carr, 2009). The assessment center peer evaluation form is a good platform for me to evaluate the leadership process. Based on score and evaluations, I can identify my strengths and weakness and make effective decisions for improvements. In leadership, team is working and problem-solving process, I can examine the score and obtain the level of excellence. This learning process is related to my prior knowledge and experience. I have worked in different organizations. Interestingly, I was a part of the team, which always worked for some alternative for different problems. Thus, I know and understand the role of the leadership in the company, and all activities in LGD are quite pertinent. In the leadership process, behavior, and intention matter. These are two elements that are triggered by knowledge and experience. Leadership group discussion is an effective initiative to streamline the role and improvement of leadership (Morrow, Glenn, & Maben, 2014)
What does your peer feedback tell you about your strengths and weaknesses when it comes to LGDs?
The peer feedback tells me about my strengths and weakness when it comes to the leadership group discussions. For Instance, my biggest strength is the decision-making process in different complex situations. In complex situations, I have to navigate different alternatives to come up with the finest solutions. Through using my business and managerial cognition in an organization, I am capable of making decisions that can help the company get rid of many problems. The feedback from the team or stakeholders is quite positive, and it streamlines my strengths. According to the peer feedback, it has been revealed that I show greater concern for the group instead of self-interest. It is also a big strength, as it facilitates me to collaborate with other group members effectively. When it comes to the leadership group discussion, the feedback tells my weakness as well. I like to identify key issues and try to solve them early. However, I am not good at seeking information to identify the causes. It has emerged as a big weakness. Usually, I make decisions which are based on subjective biases. Therefore, the problem-solving process is not up to the mark. In other words, the problem-solving capability seems limited. In the leadership group discussion, feedback is valuable for me. It can motivate me to initiate some action plans to improve my leadership capabilities. Weaknesses can create hurdles in the exploitation of all strengths, and therefore, some thoughtful considerations must be depicted (Chu, 2016)
What actions do you plan to take based on your learning about this topic, including your own research and the peer feedback you received (i.e., how will you behave differently next time, what will you stop or start doing, or do differently)? If you anticipate no changes, explain why. Be specific and use examples
Based on learning about this topic, there are several actions that are to be taken. The first action for me is to bring self-awareness. Self-awareness is a good approach for me to create a team that can balance my strengths and weaknesses. I have to know my development needs to create and lead the team accordingly. As far as the feedback is concerned, next time, I have to initiate the 360 reviews with tea. Listening to them carefully to have better or valuable feedback is a good approach to learn and develop leadership skills and traits. Based on learning, another action is to bring humility. Instead of being aggressive all the time, I have to give answers and directions. I have to take the advice of another, and surely, it can also change the culture of my group. Humor is the third act that can make the difference. Especially, in tough business situations, the little humor is an effective approach to keep people motivated. It is also workable when solving different complex issues. Anticipating changes are vital in this modern business era. The role of the leadership needs more visibility with time to enable organizational and people development. For example, I am playing the role of a leader in the company and trying to complete the mega project on time. Group members take it too seriously. By humor, I can reduce the frustration and increase the motivation that can lead towards the early completion of the project (Kim, Honeycutt, & Morzuch, 2017).
References
Budnick, C. J., Kowal, M., & Santuzzi, A. M. (2015). Social anxiety and the ironic effects of positive interviewer feedback. Anxiety, Stress, and Coping, 28(1), 71-87.
Carr, S. (2009). Leadership for health improvement – implementation and evaluation. Journal of Health Organization and Management, 23(2), 200-15.
Chu, K.-w. (2016). Leading knowledge management in a secondary school. Journal of Knowledge Management, 20(5), 1104-1147.
Hartwell, C. J., & Campion, M. A. (2016). Getting on the same page: The effect of normative feedback interventions on structured interview ratings. Journal of Applied Psychology, 106(1), 757.
Kim, J. Y., Honeycutt, T. P., & Morzuch, M. M. (2017). Transforming Coalition Leadership: An Evaluation of a Collaborative Leadership Training Program. The Foundation Review, 9(4), 20-40,123.
Morrow, E., Glenn, R., & Maben, J. (2014). Exploring the nature and impact of leadership on the local implementation of The Productive Ward Releasing Time to Care (TM). Journal of Health Organization and Management, 28(2), 154-76.
Torres de Oliveira, R., & Figueira, S. (2018). The specificities of interviewing in China. Qualitative Market Research, 21(1), 118-134.
Tracy, M. (2016). Reflection with executives. Development and Learning in Organizations, 30(2), 3-6.
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