Part Two. Questions 13 to 22.
Section One.
Questions 13 to 17.
You will bear five short recordings.
For each recording, decide which aspect of conducting interviews each speaker considers particularly important.
Write one letter (A-H) next to the number of the recording.
Do not use any letter more than once.
After you bare listened once, replay the recordings.
You bare 15 seconds to read the list A-H.
[pause]
Now listen, and decide which aspect each speaker considers important.
[pause]
Thirteen
We all forget how hard interviews can be. Applicants walk into a strange room and face what can be a long line of unknown people who fire a lot of tricky questions at them. It’s not surprising that their minds go a complete blank. If you’re the interviewer and you make an effort to put the interviewees at their ease, then they’re more likely to express their opinions coherently and give you a chance to assess them properly.
[pause]
Fourteen
Interviews are often too theoretical. You get the applicant’s views on, for example, the principles of marketing and then throw in some tough questions to see if they’re up to speed on the latest developments. But introducing a hands-on activity can be more telling, because then you can assess how they approach everyday activities. I know some people argue that at senior level it’s a waste of time and you should be checking how they deal with clients and colleagues, but I’m not convinced.
Section One.
Questions 13 to 17.
You will bear five short recordings.
For each recording, decide which aspect of conducting interviews each speaker considers particularly important.
Write one letter (A-H) next to the number of the recording.
Do not use any letter more than once.
After you bare listened once, replay the recordings.
You bare 15 seconds to read the list A-H.
[pause]
Now listen, and decide which aspect each speaker considers important.
[pause]
Thirteen
We all forget how hard interviews can be. Applicants walk into a strange room and face what can be a long line of unknown people who fire a lot of tricky questions at them. It’s not surprising that their minds go a complete blank. If you’re the interviewer and you make an effort to put the interviewees at their ease, then they’re more likely to express their opinions coherently and give you a chance to assess them properly.
[pause]
Fourteen
Interviews are often too theoretical. You get the applicant’s views on, for example, the principles of marketing and then throw in some tough questions to see if they’re up to speed on the latest developments. But introducing a hands-on activity can be more telling, because then you can assess how they approach everyday activities. I know some people argue that at senior level it’s a waste of time and you should be checking how they deal with clients and colleagues, but I’m not convinced.