Unit – 5

Professional Communication Skills

5.1 Professional Communication Skills – Meaning, Significance, Types, Dimensions and Barriers.

Meaning of Professional Communication

The term “Professional Communication” may be broadly defined as the use of language to convey thoughts dealing with a specific field or Industry. Professional communication can be considered to be “transactional” in nature, it carries a specific purpose to be carried out between the sender and receiver, a transaction of information that may be useful for practical purposes. Effective in communication allows one to collect, organize, convey and instruct new thoughts and ideas. Professional communication is generally tailor made towards the audience or the individual to whom the information is to be conveyed. Communication can either be verbal or non-verbal, oral or written.

Professional Communication comes in many different forms that include not just oral and written methods but also various types of correspondence based on technology, dependent upon the audience, situation and purpose.

One must be thoroughly familiar with all styles of correspondence in order to facilitate effective communication. The channel of communication intrinsically depends upon the purpose and the central idea of the message to be conveyed. For example, it is feasible to acquire information or provide information using a formal phone call or an email whereas while conveying bad news to a particular individual a face-to-face conversation is considered rather apt.

Apart from oral and written methods, being acquainted with technology is extremely essential when it comes to professional communication.

Significance of Professional Communication

The purpose of Professional communication is to make information clear and understandable in order to make business more productive and consumer goods more convenient.

Professional communication helps to advance our economy by ensuring viable research and development, safeguarding design and manufacturing, and protecting consumers through accurate and informative documents. Good Professional communication will:

• Help employers understand and complete job tasks more successfully.
• Provide backgrounds on which new ideas can be built without repetition.
• Prevent problems with the development and manufacturing of products.
• Inform consumers how to assemble, fix or use a product.
• Provide effective customer service to the consumers.

Types of Communication

One must be thoroughly familiar with all types of correspondence in order to facilitate effective communication. The different types of communication intrinsically depend upon the purpose and the central idea of the message to be conveyed. For example, it is feasible to acquire information or provide information using a formal phone call or an email whereas while conveying bad news to a particular individual a face-to-face conversation is considered rather apt.

Communication can be formal or informal

1. Formal communication: Formal Communication is the exchange of official information that flows along the different levels of the organizational hierarchy and conforms to the prescribed professional rules, policy, standards, processes and regulations of the organization.
2. Informal communication: Informal Communication is the casual and unofficial form of communication wherein the information is exchanged spontaneously between two or more persons without conforming the prescribed official rules, processes, system, formalities and chain of command.

Based on the correspondence channels, the levels of communication can be divided into 4 main types:

1. Verbal
2. Non-Verbal
3. Visual
4. Interpersonal Communication

1. Verbal -

This form of communication includes the utilization of language and words to pass on the intended message. Verbal Communication implies communication though spoken form only. Be that as it may, with regards to forms of communication, verbal communication can be in the spoken or the written structure. Therefore, the verbal form of communication may contain oral as well as written communication as discussed below:

Written Communication: This sort of correspondence includes any sort of trade of data in the composed structure. For instance, messages, emails , letters, reports, SMS, posts via web-based networking media, records, handbooks, banners, flyers, and so on.

Oral Communication: This type of communication is carried out orally through direct or indirect channels. Sound is the only channel through which oral communication can take place. Face to face conversations, chatrooms, voice podcast, telephone conversations are some examples of oral communication.

2.     Non-Verbal Communication -

Nonverbal communication is the type of communication that is carried out without the use of words. Nonverbal communication is usually utilized as an aid to verbal communication. This type of communication employs gestures, body language, symbols and expressions.

Nonverbal actions office set the tone of the conversation. Nonverbal communication is useful for expressing one’s mood, opinion or reaction. Below are some forms of non-verbal communication:

Physical nonverbal communication: This is the sum of the physically observable. For instance, hand gestures, visual communication, facial expressions, the tone of one’s voice, posture, stance, touch, gaze, and so on. Research shows that nonverbal communication constitutes about 55% of our daily communications

These are subtle signals that are picked up as a part of our biological wiring. for instance, if you rest your head on your palms, it'll mean that you simply are very disappointed or angry. Similarly, other subtle hints will convey your reactions to the person you want to communicate with and vice-versa.

Paralanguage: This type of communication is carried out by the tone of one’s voice. It almost 38% of all the communication that we do every day.

Along with the tone of voice, the style of speaking, voice quality, stress, emotions, or intonation all serve the purpose of expressing intent and reaction. All of these aspects are not verbal.

This type of communication is carried out with the help of drawings, illustrations, placards, presentations and symbols.

Aesthetic Communication: An important means of communication, however underrated, is art. Some of the strongest messages and inexpressible feelings and emotions have been conveyed through art throughout history.

Art as an effective form of nonverbal communication, has played an important role in influencing people even before documented history.

Appearance

First impressions formed by apparel, grooming, politeness, the colours one wears, all are essential mediums of communication.

4.     Interpersonal Communication

Interpersonal communication skills are the skills one uses while communication with individuals or groups in their everyday lives. People with good interpersonal communication skills often tend to be more successful than people who lack them. Interpersonal communication skills are vital in all areas of one’s life. People with good interpersonal communication skills are able to work well with other people and are also good with social interactions.

Though they are more targeted towards communication, interpersonal skills also include understanding body language, active listening, using gestures to express thoughts and feelings, and also dealing with different attitudes. They also include the skills and attributes associated with emotional intelligence, or being able to understand and manage your own as well as others’ emotions.

Interpersonal skills are extensively useful in work environments, they help maintain good social relationships among colleagues and also help mitigate employer-employee affairs.

Some of the most common interpersonal skills are:

1. Active listening

2. Collaboration

3. Problem-solving

4. Conflict resolution

5. Empathy

6. Diplomacy

7. Adaptability

8. Leadership

9. Mediation

10. Patience

Dimensions of Communication

Data can stream in four ways in an association: downward, upward, horizontally, and diagonally. The size, nature, and structure of the organization decides how and in which direction the information will flow. In more settled and conventional organizations, a great part of the correspondence streams in a vertical—downward and upward—heading. In informal firms, generally the information will flow horizontally and diagonally. This, obviously, is an element of the practically flat hierarchical progressive system. Informal correspondences, for example, those conveyed in the organizational grapevine, show up in the both kinds of organizations.

Downward Communication Flows

Downward correspondence is when organization's managers and administrators share information with lower-level employees. In most cases the information transferred in a downward direction does not require a response. An instance might be a declaration of another CEO or notice of a merger with a different firm. Different types of higher-level downward communication incorporate speeches, web journals, digital broadcasts, and recordings. The most widely recognized ways of downward communication are daily mandates of office managers or line administrators to employees. These can even be in the form of instruction manuals or organization handbooks.

Downward correspondence conveys information that assists with notifying the workforce about key authoritative changes, new objectives, or procedures; give performance feedback at the hierarchical level; organize activities; present an official policy; or improve employee morale of consumer relations.

Upward Communication Flows

Data moving from lower-level employees to elevated level representatives is upward communication (also known as vertical communication). For instance, upward communication happens when employees report to an administrator or when team leaders report to an office manager. Things commonly conveyed upward incorporate progress reports, proposals for new projects, spending evaluations, complaints and grievances, proposals for upgrades, and scheduling concerns. In some cases, a downward communication prompts a response form a higher level in the hierarchical structure, for example, when an administrator requests a suggestion for a new part or to gauge when an unfinished project will be finished.

A significant objective of managers in organisations today is to energize unconstrained or wilful upward communication from employees without the need to ask first. A few organizations go as far as to organize competitions and give prizes to the most inventive and innovative solutions and recommendations. Before employees are able to provide innovative solutions however, they must be able to trust the management that it would now hijack or sabotage their contributions. A few associations have even introduced "informant" hotlines that will let representatives report perilous, unethical, or criminal operations namelessly to maintain a strategic distance from conceivable counter by higher-ups in the organization.

Horizontal Communication Flows

Horizontal correspondence includes the trading of data across divisions at a similar level in an association (i.e., peer to peer communication). The reason for most horizontal communication is to co-ordinate events and activities and request assistance. Individuals at a similar level in the association can cooperate to deal with issues or issues in a informal and casual basis. The manager of the production division can work with the purchase administrator to quicken or postpone the shipment of materials. The fund supervisor and stock administrators can be circled in with the goal that the association can achieve the maximum profit by the coordination. Communication between two workers who report to the same supervisor is additionally a case of horizontal communication. A few issues with horizontal communication can emerge on the off chance that one manager is reluctant or unmotivated to share data, or considers endeavours to be work commonly as compromising his position (regional conduct). For a situation like that, the administrator at the next level of the hierarchy should convey downward to fortify the organization's value of co-operation.

Diagonal Communication Flows

Diagonal communication is the exchange of data among the various departments of the organisation. For instance, if the VP of sales sends an email to the VP of manufacturing asking when an item will be accessible for delivery, this is a case of horizontal communication. But if a sales representative communicates with the director of manufacturing, that would be an example of diagonal communication. At whatever point correspondence moves between different departments division, the sender's manager ought to be made a part of the loop. An administrator might be placed in a humiliating position and seem awkward in the event that he doesn't know about everything occurring in his department. Trust might be lost and careers harmed if key communication protocols are not followed properly.

External Communication Flows

Communication doesn't always begin and stop inside the association. External communication is the communication conducted outside of the association. For Example, the public relation departments with the help of senior management often deals with the image of the company in public eye. First-level and center level administration for the most part handle operational business interchanges, for example, buying, recruiting, and advertising. When communicating outside the association (paying little heed to the level), it is significant for representatives to carry on expertly and not to make commitments outside of their extent of power.

Barriers to Effective Communication

Communication is only complete if the message received by the recipient is interpreted in the same way as was intended by the sender. But due to the presence of a wide number of factors the message may be destroyed. These factors act as barriers to effective communication. It is essential to locate and eradicate these factors in order to allow free flowing communication.

Some of the barriers that block communication are listed below:

1. Language Barriers – The linguistic ability of both the sender and receiver define their ability to effectively communicate. Especially when technical communication is concerned, the free flow of communication requires both parties to be sufficiently acquainted with the information that is being exchanged. For example, if two people from different backgrounds converse with the technical terminology of their own fields they are bound to misunderstand each other.
2. Psychological Barriers- The psychological state of the receiver plays a significant role when processing information. Factors such as personal issues, worries and stress might affect the receiver’s ability to decode information as they might be preoccupied with their own concerns.

Anger on the sender’s end is also an example of a psychological barrier, while angry one tends to convey thoughts one doesn’t mean only to regret later. Shyness, anxiety and depression may also act as barriers.

3.     Physical Barriers- Physical barriers such as noise, physical distance between the speaker and receiver, conditions of the topography, poor lighting, speech impediment, hearing disability also affect effective communication.

4.     Perceptual Barriers- The difference in how individuals perceive things also play a role in communication. People often find themselves unable to accept messages that go against their upbringing and values. Here even though the communication is effective, the feedback suffers. A similar situation might be perceived differently by different individuals and therefore might create disagreement.

5.     Cultural Barriers- Different cultures possess different norms of social interactions and communication. Something deemed appropriate in one culture might not be the same in another. Body language and gestures play a vital role in non-verbal communication which might suffer due to cultural differences.

6.     Inattention- One of the most common barriers towards effective communication is inattention, the receiver might simply be uninterested or might be daydreaming while the message is being conveyed to him.

These barriers can be easily avoided with a little effort and dedication. Below are some methods useful for avoiding these communication barriers:

1. Clarity of words and purpose - Clarity is one of the most essential requirements of communication. While writing, it is necessary to write in good handwriting with proper grammar and sentence formation. While speaking one should use proper vocabulary and speak each word clearly and carefully along with proper inflections.
2. Active Listening- One should listen carefully what the speaker is saying in order to understand properly and provide feedback. One should be attentive while listening, ask open ended questions and should be able to summarize the information provided by the speaker.
3. Focus should be the other - While conversing one should maintain eye contact with the speaker as this shows the speaker that the message is being received by the listener. While speaking the focus should always be on the receiver.
4. Non-Verbal Communication- One’s body language often speaks as loud as his words. While communication one should show one’s reactions and interests through their body language.
5. Avoid Interruptions- It is essential to let the speaker finish talking before conveying one’s own thoughts. Interrupting is not only rude but also can be disadvantageous as one may not totally grasp the meaning of the speaker. If an interruption is absolutely necessary, one must use polite words like “pardon me” or “excuse me” instead of cutting the speaker in the middle of their thought process.
6. Controlling Emotions and Thinking before Speaking- It is said one must think twice before they speak. One must always consider the opinions and feelings of others before speaking their mind. One must also consider one’s own emotions and not speak out of anger or frustration. The process of communication should be logical rather than emotional.
7. The Message- The message one wishes to convey must always be clear and concise, there should be no doubts in one’s mind while speaking. The central idea of the message should always be conveyed completely and indubitably.
8. Eliminating Noise- One must eliminate all the outside forces that might disturb the conversation in order to maintain the flow of the communication process.
9. Feedback- One must pay attention to what the other person is saying and try to understand it as closely as possible to his intended meaning. This will allow him to provide proper responses.

5.2 Group Discussion and Personal Interview - Importance of GD, Modules of GD, how to prepare for GD; Meaning, types & techniques of PI, how to prepare for PI

Group Discussion Meaning

A group discussion is a communicative situation that consists of more than two participants who share their views and opinions with other participants. It is an organized way of exchanging information, views and opinions about a problem, issue or topic among the members of a group who share some common objectives.

A group discussion is less formal when compared to meetings as it may have no structured order or specific agenda depending upon the requirement. The leadership is also less directive in group discussions as compared to meetings.

Group discussions emphasize process over product. Meaning, the emphasis in a group discussion is on how the participants interact with each other rather than the ultimate outcome of the discussion.

Guidelines for Group Discussions

Below are the areas which are to be kept in mind for developing group discussion skills:

A)    Contents: What you say during a conversation is viewed from two perspectives - complementary and holistic. The participant may have said a lot to GD, but he or she may have deviated from the topic too much, where the content was considered inappropriate without further scrutiny. If the content is relevant to the topic, the panel assesses whether your content management is excessive or in depth, a distinction that we will discuss in more detail in the next few posts.

B) Analytical skills: The panel is confident about your facts, but also likes to see if you can explore anything 'why' and 'how' about a subject matter. This is put to the strongest test in the case study article.

C) Consultation Skills: The panel looks at how you support your position, and how you respond to others, how you can 'strengthen or weaken' the debate, how reasonable you are in your handling of the topic.

D) Organizational Skills: You can have facts, supports, explanations, but are you able to present them in the right order to maximize the impact of your good content? The panel wants to explore this.

E) Communication Skills: You may be able to demonstrate all of the above-mentioned skills, but can you get your point across in a language that is simple (not simple) that they understand, with relevant images that they can understand?

F) Authorship: Are you able to bring to the table an idea of ​​a passage on a topic? Can you look at the problem differently from the other ten participants and suggest a solution? Can you translate a mysterious article in ways that others can? If yes, the panel considers you to be one of the rare personality symptoms.

Modules of Group Discussion

Given below are the modules of a group discussion:

1. All members of the group should get a chance to speak about the given topic freely. They must be allowed to express their thoughts, opinions and feelings without restraint and also should be allowed to peruse and finish their thoughts completely without interruptions.
2. All members of the group should be able to hear each other’s ideas and thoughts without any hindrance.
3. Group members should be allowed to test unformed ideas and explore new territories.
4. All members should be able to receive and provide constructive feedback. Feedback could be positive, negative or merely a correction of factual errors but must always be done respectfully.
5. Since the discussion is one a singular topic, there are bound to be arguments and disagreements. Therefore, it must be always kept in mind that the group discussion serves a common purpose that is to inform and educate.
6. A large number of thoughts and ideas should be discussed with different perceptions on them from all members instead of sticking to only facts.
7. No group discussion should be dominated by a single person, all members should be given an equal chance to speak.
8. Group discussions must be thought provoking and inspiring. Members must always feel like they are learning while involved in a group discussion.

Importance of Group Discussions

Below are the reasons why group discussions are considered important:

     Better understanding of the subject: GD offers a great opportunity to the discussants to take a deep dive into the subject, and understand it profoundly. It expands the horizon of knowledge and learning. In addition, it extends a chance to the participants to improve their abilities to think critically and develop their analytical skills.

     Solve problems: Since GD brings together a group of people holding diverse opinions, it also perceived as one of the sought after ways to arrive at solutions to problems. Because of the fact that people bring in a wide range of insights, GDs help in changing the thought process from a narrow to a wider view, thereby paving the way to solutions.

     Improve listening skills and confidence: Since GDs necessitate the contribution of ideas and thoughts, the participants are required to be listen keenly to others’ observations. In this sense, group discussions are a fantastic way to enhance listening skills, and also boost the confidence of speakers by engaging them and encouraging them to express their thoughts.

     Enhance communication and interpersonal skills: While one aspect of GDs is that it encourages people to share their knowledge, the other important aspect is that it gives an opportunity to people to build their communication skills. The participants, in the process, learn how to express their ideas while also respecting viewpoints of others. This in turn contributes to the development of interpersonal skills among the peer group.

     Team building exercise: GDs help in developing teamwork and leadership attributed in people, which are extremely important in the current context. Working in a group helps them increase tolerance and respect towards others, and also how to unanimously arrive at conclusions.

Personal Interview Meaning

A personal or face to face interview is one that employs a standard structured questionnaire (or interview schedule) to ensure that all respondents are asked the same set of questions in the same sequences.

It is a two-way conversation initiated by an interviewer to obtain information from a respondent. The questions, the wording, and their sequence define the structure of the interview, and the interview is conducted face-to-face.

Studies that obtain data by interviewing people are called surveys. If the people interviewed are a representative sample of a larger population, such studies are called sample surveys.

Types and Techniques of Interviews

Here are seven of the most popular interview types, as well as how to prepare for each of them.

1. Traditional Job Interview

A traditional interview is an in-person style of interview held with the hiring a manager of a company for a position within an organization. Be prepared to answer a wide range of questions about your experience and why you're right for the job. In addition to finding out if you have the right experience for the job, they want to see that you're well-prepared, enthusiastic and a good fit for the team.

Research the company and your potential boss so that when they ask why you want to work there, you'll be able to give a thoughtful, engaging answer. Knowing more about the specific types of work will prepare you when they say, "Do you have any questions for us?"

A traditional interview may be the first in a series of interviews. If the hiring manager is impressed by you, they might invite you back for a panel interview, or to meet one-on-one with other people on the team.

2. Behavioral Interviews

Behavioral interviews focus on getting to know who you are, how you think and how you'll act in certain situations. Behavioral interview questions might be broad ("Tell me about a time when you handled a stressful situation at work"), or they might be specific ("You received an email from a client asking an urgent question, but you're unsure of the answer and your boss is on a plane, away from email. What would you do?").

Before your first job interview, get used to talking through your answers to behavioral questions out loud. You'll be better able to stay calm and create a short and sweet scenario that gives the interviewer a peek into your mind and problem-solving abilities.

3. Video Interview

With the advent of technology, video interviews have become increasingly common (for ex. Skype Interviews). Presentation and preparation are vital for video interviews, as the combination of technology and distance means it's easy for issues to arise.

Before a video interview, you should:

     Ask who is going to be on the call.

     Confirm the time and date of the interview and make sure to adjust for different time zones for international interviews.

     Figure out where you'll do the interview. Choose a quiet place with a neutral backdrop and few distractions.

     Do a test-call to check your equipment.

     Print a copy of your resume and cover letter so you can refer to them easily.

While a range of traditional and behavioral interview questions might arise during a video interview, you might also have to answer more questions about location or work style.

Dress professionally, even if it's a phone interview. You don't want to be caught unprepared, and a sharp outfit can bolster your confidence. Dress as if you were walking into their office for an in-person interview. Check out our complete guide to video interviewing for more information.

4. Panel Interview

Panel interviews are the most common type of interviews. You should always ask with whom you'll be meeting. Therefore, if you're interviewing with a group of people (as in the case of a panel interview), you won't find yourself surprised upon arrival.

It is essential to address everyone in the room during a panel interview. Begin your answers by making eye contact with the person who asked the question and then pulling back your scope to make "soft eye contact" with other members of the group. (Learn more about that technique here.)

5. Case Interview

Prevalent in the fields of management consulting and marketing, a case interview presents a prospective employee with a series of questions or scenarios to answer or solve. Most of the time, these questions center on business cases or markets. It's vital to practice for these interviews, as succeeding in a case interview is all about mastering a way of thinking.

Successful case interview candidates are the ones who prepare in advance. If case interviews are common in your field, you'll know it. If you haven't started practicing yet, now's the time to start.

6. Informational Interview

Informational interviews are usually less formal than traditional interviews and most of the times are conducted before you've even applied. It's a chance for you to ask questions about what entry-level jobs are like in the field, learn about possible career trajectories and discuss other aspects of work life with someone in the profession. You can find opportunities for informational interviews through many informal channels such as your university's career office, a parent's friend or a former mentor.

Even though it's not a job interview, you should dress professionally, ask well-prepared questions and make eye contact while the person you're meeting with answers them. Consider asking them about their career trajectory, as well as advice they might have for someone starting in the field. Remember to be considerate of the person's time and not to ask for a job or a more formal interview. An informational interview is an educational and networking opportunity. If the meeting goes well, they may ask for your resume to pass along to a friend or another connection in the field. Bring a few copies with you, just in case.

7. Telephonic Interview

A telephonic interview is a 30-min interview which is usually conducted by a recruiter or the hiring manager. It's used to decide whether or not you are invited for an onsite interview.

You should have a copy of the job description as well as your resume and cover letter handy, in case you need to reference them during your conversation. You'll want to prepare to answer standard interview questions like "Tell me about yourself" and "Why are you interested in the position?" It is imperative that you prepare some questions to ask the interviewer, in case there's time for that kind of interaction.

If you get a call unexpectedly for a phone screen, it's best to let the interviewer know it's not a good time and set up one that gives you an opportunity to prepare and be in a quiet place where you can focus.

Guidelines for Preparing for Interviews

Preparing for an interview can be a difficult task, but it’s not impossible. With the help of a few basic interview techniques, it should be fairly simple to crack

Visualizing the Interview:

Visualizing the interview is an excellent way of working out what areas one needs to work on. One should imagine as if they were in a interview where the interviewer is looking at their resume for the first time. One should then imagine the most difficult questions that the interviewer could ask them, e.g. “Why weren’t you more proactive at university?” or “Why has it taken you a whole year to find your first graduate job?”

Then one should try answering these questions. It is also helpful to prepare a format for these answers to be used in an actual interview. Also, one should try to imagine the qualities that the interviewer might be looking for in an ideal candidate. And one should ask themselves, how many of those qualities are possessed by them and how can they be shown in an interview.

Self-Reflection and Selling Oneself:

It’s worth making a list of one's values, interests, strengths and weakness with accompanying examples or evidence to back up each one. One needs to sell these attributes to the interviewer and give examples of times when they have been shown in everyday life.

One also needs to think about why they want the job or position and what you have to offer the organization. What would one change or what ideas would one bring to the role? It might also be worth thinking about one's short-term and long-term career goals.

Asking Questions:

One should not be afraid to ask the interviewer to clarify a question. Questions should also be asked by the interviewee during the interview and not just at the end. The key here is to position oneself so it looks that, whilst they are interested and enthusiastic about the job, they have a sense of their own self-worth. However, it is important that this should not seem as arrogance to the interviewer.

Body Language:

Body language is very important. Slouching with one's arms crossed won’t exactly make them look like a model employee. The head should be straight up and the eyes should meet the interviewer’s line of sight at all times. Making eye contact with the interviewer while speaking to them is almost as important as saying the right words during an interview.

Paying attention:

It’s extremely important to keep one's concentration levels up during the interview and to make sure one listens attentively. Interviewers tend to go on long rants about their organizations but the interviewee must never lose focus and always show the interviewer that he is listening attentively by nodding and smiling.

Speaking correctly:

During an interview the most important thing is to choose one's words carefully. The pronunciation, intonation and syntax must all be appropriate and the words should be spoken as clearly as possible. One should be articulate in expressing one's thoughts and opinions but at the same time it is essential to be cautious of others opinion's and feelings and should try not to hurt them.

Whom to Speak to:

In many cases the interview is conducted by more than one person. One needs to make sure they pay attention to all of the different interviewers. So while answering a question, they should all be given proper attention, so as not to exclude anyone. Although, if an interviewer asks a direct question, it’s important to address the answer solely to them.

Frequently Asked Questions

Below are the ten most frequently asked questions in interviews:

1. Tell me a little about yourself.
2. What experiences have led you here?
3. Why are you a good fit for this position?
4. What will you bring to our team?
5. What are your strengths and weaknesses?
6. Where do you see yourself in five years?
7. How would your boss describe you?
8. Tell me about your work ethic.
9. Why do you want to work here?
10. What questions do you have for us?

Your answers should always come back to how your experiences and education prepared you to succeed in this job. If a potential boss says, "tell me a little about yourself," you can start with some personal details, but don't lose track of the goal.

Figuring out what you have to offer will help you prepare for most interviews. You need to be able to confidently and competently tell your story: Who you are, what you're about, how you got to where you are, what is important to you and how that aligns with that organization."

Some of these questions may seem to have obvious or simple answers, but it's still essential to practice answering them out loud. But don't overdo it. You shouldn't over-rehearse, which can lead to a robotic feel in an interview.