VETTER E learning course (EN)

1. Strategies of Effective Interviewing

One of the most challenging situations of interpersonal communication in the workplace certainly concerns the management of interviews. Interviewing is the process whereby individuals (usually two) exchange information. The individuals may be concerned with a job opening, a promotion, a special assignment, a product sale, information for intelligence purposes, a proposed merger, or other questions. The information exchanged need not be limited to facts. An effective interview is one that optimizes the perceived communication objectives of the individuals involved, with time as the principal constraint. Some of the most important aspects are concern: 

• The proper kind of preparation for the interview.

• Value of such procedures as having an outline of points to be covered and taking notes.

• Use (and misuse) of questions and questioning techniques.

• The kind and amount of control that the interviewer should exercise over the discussion.

• Analysis and evaluation of information obtained.

Planning & Preparation:

All too often, the inexperienced interviewer launches into a discussion only to find midway through that his preparation is incomplete. A moderate amount of preplanning can easily obviate such unfortunate occurrences. A written outline of important points to be covered is not necessarily an indication of rigidity; rather, it reflects consideration for all parties concerned. Also, a time limit can be suggested. Sometimes it may be in the best interest of both parties to set another date for an extended session or to plan on completing only one or two stages of progress at a time by citing the next appointment or by noting, perhaps, a previously scheduled conference.

Building Rapport:

In order to establish the critically important element of rapport with the interviewee, a genuine attempt should be made to put the interviewee at ease—especially in job application, promotion, or other interviews where significant differences in status exist. Unfortunately, sometimes this rapport is attempted by such gaucheries as, “Now, don’t be nervous!” or, “Relax!”. Normally, at the beginning of an interview an allowance should be made for the interviewee to adjust to the interview environment. The situation is new for the interviewee; it may be his or her first experience of this kind. Unless there is a specified adaptation period, the interviewee may be unable to reduce his or her level of anxiety, with the resulting loss of the entire session. Part of this adaptive process is familiarization with the surroundings. It is an often-overlooked truism that whenever an individual is placed in a strange situation, he becomes apprehensive. Also, it is well to remember that the manner and simple courtesies extended by the interviewer are greatly magnified in the eyes of the interviewee. By jotting down significant bits of information, the interviewer can readily reconstruct what actually took place. The record assists with details which would be hard to remember if not recorded. The time that would be needed to fix them in mind without benefit of notes can be used to greater advantage listening and thinking. Then, too, writing down items compliments the interviewee; it means that his responses are considered important enough to be recorded. It is a convenient reinforcing mechanism; it may even be used to guide the path of the interview.

Developing Information:

Through the judicious use of questions, the skilled interviewer not only obtains information but also guides the talk along productive lines. Leading questions or questions designed with built-in responses are usually not very effective. Similarly, the double negative type of interrogation is to be shunned as it tends to evoke anxiety. To avoid slipping into such traps, even the best interviewer should review his questioning techniques from time to time.

Successful interviewers utilize at the outset of the interview a pattern of broad, general questions. Apparently, this allows the respondent to answer with information which he feels is important, as well as providing him the opportunity to expand into areas that he deems to be of vital concern. Once this information is released, the interviewer can sharpen the focus with specific questions eliciting short answers.

2. How to menage effective meetings:

When meetings are run properly, they can be a great opportunity to keep your team in sync and build teamwork, trust and motivation. However, when done incorrectly (e.g., too frequently, unclear agenda, too short/long), meetings can be unproductive time-wasters. An effective meeting is one that brings together a select group of people for a specifically defined purpose to discuss and share information in order to reach a result. The result may include the creation of a plan, a list of brainstormed ideas or a decision about a pressing issue. Effective meetings help guide the efforts of employees and ensure strong communication throughout a company. A well-managed meeting can increase employee productivity and engagement, and improve communication and teamwork. Thoroughly planned meetings also reduce time wasted, allowing employees to spend more time on their work and less time in a conference room or Zoom chat. Effective meetings address roadblocks, lead teams to better decision-making, give all team members a chance to be heard and feel included and strengthen relationships between employees and managers. Meetings require preparation along with strong time management skills. In order for a meeting to be productive and efficient, the person managing the meeting should have a clear idea of how the meeting should go and what needs to be accomplished.

2.1 How to plan and run effective meetings:

• Determine if the meeting is necessary;

• Invite only the people that need to be there;

• Set a clear agenda;

• Come up with a schedule;

• Share plans for big ideas beforehand;

• Set a positive and productive tone;

• Consider employee strengths;

• Take notes and share minutes;

• End with a set of action items;

• Measure the effectiveness of your meetings

3. Effective Communication Strategies for Contract Managers

Successful supplier contracts start with communication. Companies benefit by establishing goals and creating an action plan. The key is to develop an environment for open communication. Here are three strategies to refine your communication during contract agreements. Building strong relationships with your supplier is pivotal to long-term success. An excellent example is Japanese automotive companies; they are known for their familial relationships with their vendor networks. They share best practices, information, and concerns with their suppliers. Make communication an explicit priority in your business. Put forth the effort to regularly connect with your suppliers.

A contract manager is vital for growth. “Every aspect of the contracting process, whether negotiating, drafting, executing, managing, or enforcing, presents a unique set of issues and challenges”. 

Here are some following solutions to counter vague contract language:

• Create alerts that include deadlines, and work to establish a timeline with contract management software

• Manage expectations by establishing a contract database for executed agreements

• Highlight important pages within the contract, and select a service that offers a quick search function

Outlining contracts will help eliminate ambiguity and confusion. As a result, contract managers can stay ahead of the game and secure the best opportunities. Internal company communications are just as important as external messaging. Contract managers should not simply be links to outside suppliers; they should be involved in the day-to-day operations of the company. Train them on how to maintain contractual records and monitor compliance issues.  As necessary, contract managers can provide guidance on contract matters to operational staff. Communication is essential to improve contract agreements with suppliers. Be open to learning from your partnerships. Craft contracts that everyone understands. And aim to improve your own internal communications.