Chapter - 12
Interpersonal Skills in action: Communicating face to face
Meaning of Supportive Communication
Supportive communication is interpersonal communication that helps individuals to communicate accurately, especially in difficult situations and times. Supportive communication seeks to preserve or enhance a positive relationship between us and another person while still addressing a problem, giving negative feedback, or tackling a difficult issue. It allows you to communicate information to others that is not complimentary, or to resolve an uncomfortable issue with another person but, in the process, strengthen your relationship. Supportive communication builds and strengthened relationships when delivering negative feedback or when you have to point out few shortcoming of another person. It thus seek to preserve or enhance a positive relationship between two people whiles still addressing issue. It allows communicating information to others that is not complementary but rather that strengthen the relationship.
Companies fostering supportive communication enjoy higher productivity, faster problem solving, higher quality outputs, and fewer conflicts and subversive activities than groups or organizations where relationships are less. Companies with presence of good supportive communication between managers and subordinate were three times more powerful in predicting profitability in major cooperation’s over a five year period than the most powerful variables – market size, firm size and saves growth rate-combined.
Attributes of Supportive Communication:- There are arguably eight attributes of supportive communication. This indicates that to communicate supportively one must adhere to these characteristics when communicating.
1.Problem oriented, not person oriented:
Problem-oriented communication focuses on a problem that can be solved rather than the person who is responsible for the problem. Person-oriented communication puts the listener on the defensive and focuses the attention on blame rather than on avoiding or solving future problems
2.Congruent, not incongruent:
Congruent communication conveys what the speaker is thinking and feeling. There are definitely situations where discretion is a more appropriate choice than full disclosure of what we think and feel. However, in most communication situations, we communicate more effectively when we’re candid. If we aren’t honest, listeners won’t trust what we say.
3.Descriptive, not evaluative:
Evaluative communication expresses judgment of the listener, or his or her actions. To be an effective constructive communicator, we should objectively describe problems rather than speak in an evaluative manner. Evaluative communication puts the listener on the defensive.
4.Validating, not invalidating:
Validating communication helps people feel understood, valued, and accepted. In contrast, invalidating communication treats people as if they are ignored, worthless, or alienated. Invalidating communication is superiority-oriented, rigid, impervious and/or indifferent and its avoid treating the listener like a lesser person.
5.Specific, not global:
There are two key drawbacks to global statements of problems; they’re often too large to be resolved and they tend to oversimplify and misrepresent problems.
6.Conjunctive, not disjunctive:
Disjunctive communication takes at least three forms; not letting the other party speak, long pauses, and switching topics. Disjunctive communication can result in the other party thinking that their input is not being considered.
7.Owned, not disowned:
When we “own” our communication, we take responsibility for our statements and acknowledge that we are the source of the ideas conveyed and not someone else. We “disown” communication when we search for third parties to attribute our comments to.
8.Listening, not one-way message delivery:
Explains, effective listening is actively absorbing the information given to you by a speaker, showing that you are listening and interested, and providing feedback to the speaker so that he or she knows the message was received. Effective listening is often taken for granted, but it’s a valuable managerial tool.
Interview The interview is a formal meeting between two people (Interviewer and interviewee). The interview is conducted to ask questions and obtain information from the interviewee. An Interviewer is the one who asks questions and an interviewee is who answers the questions. Interviews usually take place face-to-face and in person. There are different kinds of interview. Among them one is selection interview. The purpose of the selection interview is to select the right person for the particular job.
Communication in the selection interview
Selection process
It is the series of logical steps that are used to select the candidate. The goal of this method is to match the requirements of a job description with the experience, competences and qualifications of the candidates. An employee selection process varies according to the type of organization hiring and position available. Before the actual recruiting process, it is essential to perform a job analysis to understand precisely what an organization needs and where it needs it. A job analysis will provide a clear position description which will help to attract the right talent. The logical steps of selection process are:-
a) Job description, where the nature and demands of the job are thoroughly reviewed and analysis.
b) Person specification, where the job demands are translated into the skills and personal characters which the person will need to the job well.
c) Advertising the vacancy, so that everyone who might meet the specification has the opportunity to apply.
d) Sorting and short-listing applications, to select candidates who fully satisfy the person specification.
e) The selection event itself, which will normally include an interview but which increasingly includes other tests such as psychometric tests or group tasks.
This process can be both difficult and time-consuming as the job demands may be changing and there may be some argument as to how the changes should be reflected in the job description and the personal qualities needed. There may also be argument about which of the characteristics in the person specification are the most important. The choice of selection methods may also be controversial.
Perhaps the most important implication for communication is the possible ambiguity and uncertainty which can creep into the interview room. If the job description and person specification are poorly prepared, then the interview might not have a very clear idea of what he or she is looking for. If there is a panel interview than there might be confusion or even clear disagreement between interviewers. The candidate might also have developed a misleading picture of the job depending on how the advertising material was prepared.
Interviewer should know
Opening and closing
The choice of opening can be very important in formal situations such as an interview where the opening can establish either a positive or a negative atmosphere. We can use the following opening techniques:
a) The interviewer gives us a positive welcome and sends some time in social conversation-breaking the ice- before getting down to business.
b) The interviewer starts by describing important features about the company, and the job and then goes straight into critical questions, such as: 'What are the most important attributes you have for this job?'
The first strategy is designed to make us feel relaxed so we can put on the best performance we are capable of. The second strategy is much 'cooler' and more official.
There are also a variety of tactics available to close or conclude the interview. The good interviewer will make sure that the interviewee has a chance to clear up any points they have not understood and will make sure that they know what is going to happen as a result of the interview. Interviewer can invite the interviewee to ask any questions if they have.
When cultural differences affect a candidate's response
It is not sufficient just to know the techniques to become a skilled interviewer. The skilled communication must also be looking for the different meaning which might affect different participants. Many advices on interview performance are written from a perspective which favours candidates form particular cultural background. Candidates from different cultural backgrounds may not recognize or adapt hidden rules.
Organization and structure
Another characteristic which is emphasized in interview training in the importance of a clear structure in the interview. Structure can be discussed at two levels: the overall structure of the interview, and the way that questions can be organized in a sensible sequence.
Overall structure
The simplest way of summarizing the likely structure of a selection interview is to say it will have a beginning, middle and end.
a) Beginning :- candidate is welcomed.
Interviewer introduces themselves and explain how the interview will be conducted.
Opening questions are designed to make the candidate feel at ease.
b) Middle:- Interviewer asks main questions and follow-ups.
c) Ending:- Interviewer invites candidates to ask any questions.
Interviewer explains what will happen next.
Question sequences
There are two types of questions that can be asked: open and close questions. Open questions invite the candidate to answer in any way they see fit. Close questions ask for a yes/no or specific answer. Beside these questions, there are other questions which are important in interview. According to Hargie they are leading questions and multiple questions. Leading questions lead the respondent towards an expected response and they can give a misleading impression in a selection interview if the candidate feels obliged to give the expected answer. In multiple questions two or more separated questions are bundled together as on. This confuses candidates – which question should they answer.
Interviews may need to ask a series of open or closed questions to get the response they want from candidates, and this is where sequences of questions and the use of probes become important. Probes are designed to 'probe' the previous answer in order to get a more detailed picture. For example, suppose we were interviewing a young graduate and wanted to check their IT competence we might start with a general question: How much IT did you use at college? Suppose the candidate simply said he used it quite a bit then this answer could be probed in a number of ways – one sequence could be:
➤ Which software packages have you used?
➤ What did you used for them?
➤ What is the most complex task you have done with IT?
This sequence and further probes should establish both the breadth and depth of the candidate's expertise. Good interviewers will also probe to establish the evidence behind the candidate's answers.
Some Problems With Interview Process
➤ Asking the wrong questions. Job interviews can often follow a formulaic approach which means that candidates often face the same questions. ...
➤ Inconsistency between candidates. ...
➤ Bias. ...
➤ Interview fatigue. ...
➤ Interviews are inherently dishonest.
Communication in the appraisal interview
Appraisal interview is a formal discussion process between an employee and his/her manager regarding the performance and other aspects of job role. It is one of the best ways for an employee to increase productivity and change work habits. It is an important tool to develop a good working environment and to develop each individual at work.
The purpose of the communication between the employer and employee is to motivate employees by holding a dialogue regarding the current work situation and needs for the future. This involves facilitating good work performance, employee development and well-being. Furthermore, a good appraisal interview will be an important tool for promoting a good working environment. The communication should be about the employee's work performance and include topics adaptable based on the appraisal interview guide. The characteristics of appraisal system are:-
➤ A formal meeting take place between a boss and subordinate which takes place at least once a year and which reviews how the appraise has performed over the pervious.
➤ The appraiser gives feedback to the appraisee and the meeting discusses this feedback.
➤ The meeting is based in some documentation which both parties have to consider before the meeting.
➤ The outcomes of the meeting are a formal assessment and the staff development.
➤ These procedures are usually established and monitored by the human resources function within the organization.
Appraisal system measures employee performance, set future objectives and give staff guidance on their development and training needs.
Feedback
Feedback is about listening actively, taking the time to analyze, and then thinking of the best possible solution to perform better. It provides positive criticism and allows to see what everyone can change to improve their focus and results.
What are guidelines for conducting appraisal interviews?
The guidelines for conducting interview are:-
➤ Use of work data: Use actual numbers like productivity reports, leaves, orders and so on.
➤ Don't get personal: Try and avoid negative sentences that directly affect the employee. Compare the employee's performance with a standard not with other people.
➤ Value employee's opinion: Encourage the employee to talk. Ask his/her opinion to improve the situation.
➤ Don't tiptoe around: Make sure the employee gets to know what he/she is doing correctly or incorrectly. Advise the employee on how to improve things.
Some general Steps of an Employee Selection Process
Before the actual recruiting process, it is essential to perform a job analysis to understand precisely what an organization needs and where it needs it. A job analysis will provide a clear position description which will help to attract the right talent.
Once the job posting process is done, you will begin receiving applications from many candidates. And, this is where the selection process begins.
Here are the 6 steps of an employee selection process:
1. Initial screening applications
During the initial screening, an applicant completes an application form and submits a résumé and cover letter. Human resources will then review this information and conduct a brief screening interview of 30 minutes or less over the telephone.
2. Employment tests
Following an initial screening, the applicant may be asked to take one or more tests to assess his/her knowledge, skills, personality, cognitive ability and motivation.
3. Selection interview
Those who pass the initial screening are invited to face-to-face interviews.
The format of these type of interviews varies: some companies prefer to have all-day interviews, where interviewees meet with different interviewers each hour. Whereas other companies rather have candidates meet with key personnel one day, then invite them back for a second meeting with executives.
This interview is designed to observe communication skills and motivation and the applicant may be presented with realistic job situations, such as dealing with a disgruntled customer and asked to describe how he or she would handle the problem.
4. Verifications and references
If applicants pass the selection interview, most firms examine their background and check their referrals. Today, employers review applicants’ backgrounds, legal history, reasons for leaving previous jobs, and even creditworthiness.
5. Physical examination
A firm may require an applicant to have a medical checkup to ensure he or she is physically able to perform job tasks.
Usually, candidates notify the tester of any prescription drugs he/she is taking because these will show up in the results. If he/she tests positive for any other drugs, it could jeopardize his chance of being recruited.
6. Final decision
The hiring manager will usually ask for feedback from human resources and other employees who interviewed the job candidates. He/she may also review his/her notes and decide which candidate is the best fit for the position.
Why Is Feedback So Important?
1.Feedback keeps everyone on track
That’s beneficial for everyone involved in any type of activities: working on a project, preparing for an event, studying, etc.
2.Feedback helps your team avoid major mistakes
By creating a clear and honest communication flow during any kind of teamwork, it saves you the time of correcting someone’s work, reduces errors caused by miscommunication to a minimum, and prevents regrets of those who feel like they failed.
3.You form better relationships
Feedback promotes honesty and trust. It often involves criticism, which is something most people aren’t comfortable with. But when given in the right way, it can help them evolve.
4.Constructive feedback motivates people
A friendly approach works well here. You can not only help others see what they might be doing wrong, but allow them to use this as a piece of advice, not judgment. Make them feel like you believe in them and just want to help them reach the project’s goal sooner. That will make them even more motivated to do a good job.
5.Feedback promotes personal and professional growth
Feedback is about listening actively, taking the time to analyze, and then thinking of the best possible solution to perform better. It provides positive criticism and allows to see what everyone can change to improve their focus and results. It brings people together and creates a healthy communication flow.
6.Feedback helps to create a friendly work environment
Openness to criticism and an urge to seek feedback are the other positive effects that save you big time. It’s not uncommon that the best ideas come from someone on the team who simply mentions a solution to a problem or points out an issue that others haven’t noticed yet.
7.Feedback produces some business-related, direct benefits
They are business growth, saving money, making more sales, completing projects on time, and other positive changes in finance, relationships with customers, and company’s market positions.
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