Module- 5

Employment Communication

Writing CV’s

Resumes and CVs

 The primary purpose of a resume is to convince a hiring manager or recruiter that

you are a suitable candidate for a specific job or type of employment.

 The curriculum vitae is known by several names such as personal profile, bio-data,
personal data sheet, qualification sheet, and summary.

 There is no fixed order in which a resume should be written. All resumes, whether short
or long, cover the same points regarding an individual’s background, achievements, and
experiences.

A resume of recent graduate should include:

A recent graduate’s resume is not just a sheet of paper. It is a launch pad. It should quietly
say, “I may be new, but I am ready.”

1. Professional Header
At the top, place your full name in bold, followed by contact number, professional email
address, LinkedIn profile link, and optionally a portfolio link if relevant. This section is your
digital handshake.

2. Career Objective or Professional Summary

A short, focused paragraph of 2 to 3 lines explaining your career goal and what you bring to
the role. It should be specific, not generic. Instead of saying “seeking a challenging position,”
mention the industry, role, or skills you aim to apply.

3. Educational Qualifications
Since you are a recent graduate, education becomes your backbone. Include degree,
specialization, institution name, year of completion, and percentage or CGPA. Academic
achievements or distinctions can also be mentioned here.
4. Internships or Practical Experience
Even if you lack full-time experience, internships, live projects, fieldwork, or training
programs are valuable. Mention organization name, duration, and key responsibilities or
achievements. Focus on what you contributed and learned.

5. Projects
Academic or industry projects showcase applied knowledge. Briefly describe the project title,
objective, tools used, and outcomes. This section demonstrates your ability to implement
theory in practice.

6. Technical / Hard Skills

List subject-related skills such as software knowledge, programming languages, data analysis
tools, accounting software, digital marketing tools, or any relevant certifications. Keep it role-
specific.

7. Soft Skills
Communication, teamwork, leadership, problem-solving, adaptability, time management.
These are not decorations. They show how you function in a workplace ecosystem.

8. Certifications and Workshops

Online certifications, value-added courses, seminars, or skill-based training programs
strengthen your profile and reflect continuous learning.

9. Achievements and Extracurricular Activities

Positions of responsibility, awards, event coordination, competitions, sports, or volunteering
activities add personality and leadership dimension to your resume.

10. Declaration (Optional)

In some regions, a short declaration and signature are included. In corporate roles, this is
often not mandatory.
Group discussion

A Group Discussion is a structured interaction among a small group of participants, usually 6

to 12 members, who discuss a given topic within a limited time. It is commonly used in
academic admissions, competitive exams, and corporate recruitment processes to evaluate
candidates beyond written scores.

Types of Group Discussion

Topic-Based GD
Participants discuss a given topic. It may be:

1. Factual topics such as Artificial Intelligence in Education

2. Abstract topics such as Red is the New Green
3. Controversial topics such as Social Media Does More Harm than Good

Case Study GD
A situation or business problem is given. Participants must analyse the issue and suggest
solutions collectively.

Group Task or Situation-Based GD

Members are given a practical situation and must arrive at a decision as a team.

How group discussion is conducted

A Group Discussion is conducted in a structured yet interactive manner to evaluate

participants systematically. First, candidates are assembled into small groups, usually
consisting of six to twelve members, and seated in a circular or semi-circular arrangement to
ensure equal visibility and interaction.

An evaluator explains the rules, time limit, and evaluation criteria. A topic, case study, or
situation is then announced, and in some cases a few minutes of thinking time is provided for
participants to organize their thoughts. The discussion begins either voluntarily or with a
nominated starter. During the discussion phase, participants share their views, respond to
others, present arguments, and support their points with examples while maintaining
discipline and relevance to the topic.

The evaluator does not interfere but observes communication skills, content knowledge,
leadership qualities, listening ability, and teamwork. Toward the end of the allotted time,
participants may be asked to summarize the discussion or arrive at a group conclusion.
Finally, the session is closed, and the evaluators assess overall performance based on
individual contribution and group behaviour.

Interview skills

1. Communication skills: includes speaking fluently, listening carefully to questions, and

responding in a structured way. Good communication also means knowing when to pause and
not rushing answers.

2. Subject knowledge and technical skills: interviewers test whether you know what you
claim on resume.

3. Self-awareness and clarity of goals: know who you are.

4. Body language and professional etiquette: your body speaks before your words

5. Resume preparation and storytelling: your resume should be well organised. Turning
experiences into short, meaningful stories makes your answers memorable.

Negotiation skills:

Definition of Negotiation:

Negotiation is a discussion where two or more people talk to reach an agreement that works
for everyone, often involving compromise, like settling a price, dividing tasks, or resolving a
disagreement without fighting. It's a give-and-take process of talking things through to find a
solution that satisfies different needs, from salaries to contracts.

Nature and need for negotiation:

The nature of negotiation is interactive and dynamic. It involves discussion, persuasion,

compromise, and decision making. It is not merely about winning; it is about balancing
interests. Sometimes it is distributive, where one party’s gain feels like another’s loss. At
other times it is integrative, where both sides expand the pie instead of fighting over slices. It
requires communication skills, emotional intelligence, preparation, patience, and clarity of
objectives. Trust and credibility act as the quiet architects behind successful negotiations.

The need for negotiation arises because differences are natural. Organizations negotiate
salaries, contracts, partnerships, and deadlines. Managers negotiate with employees,
suppliers, and clients. Even within teams, negotiation helps align goals and resolve
disagreements. Without negotiation, conflicts may harden into disputes, relationships may
fracture, and opportunities may dissolve like mist in sunlight.

In the corporate world especially, negotiation ensures resource allocation, conflict resolution,
decision making, and relationship building. It saves time, reduces misunderstandings, and
creates structured dialogue. A well negotiated agreement often leads to long term
collaboration rather than short term victory.

Stages of Negotiation:

Negotiation does not happen in a single breath. It unfolds like a carefully directed play, with
each stage setting the tone for the next. When managed thoughtfully, the process moves from
uncertainty to agreement with purpose and structure.

1. Preparation and Planning

This is the foundation stone. Parties define their objectives, identify priorities, gather
information, analyse the other party’s needs, and determine alternatives. Clear preparation
strengthens confidence and strategy. A negotiator who prepares well walks into the room
with clarity instead of confusion.
2. Opening and Relationship Building
Here, the stage lights turn on. Parties meet, establish rapport, and set a positive tone. Trust
begins to take shape. The opening discussion often includes outlining the agenda, stating
general positions, and creating a cooperative atmosphere.

3. Exchange of Information and Clarification

This stage focuses on understanding interests rather than arguing positions. Each party shares
relevant information, asks questions, and clarifies expectations. Active listening and
observation play a major role here.

4. Bargaining and Problem Solving

Now the core discussion begins. Offers and counteroffers are made. Concessions may be
exchanged. Creative solutions are explored. The aim is to narrow differences and move
toward a mutually acceptable outcome.

5. Closing and Agreement

Once consensus is reached, terms are finalized and documented. Clear communication
ensures that both parties understand responsibilities, timelines, and commitments. A well
structured closing prevents future misunderstandings.

Negotiation strategies:

Distributive Strategy
This is the classic win lose approach. It assumes limited resources and focuses on
maximizing one’s own gain. Bargaining is firm, concessions are cautious, and information is
shared selectively. It is often used in salary negotiations, price bargaining, or one time deals.

2. Integrative Strategy
Here the goal is win win. Instead of fighting over fixed resources, parties explore underlying
interests and look for creative solutions that benefit both sides. It emphasizes collaboration,
open communication, and long term relationships. This strategy works well in partnerships
and team based negotiations.
3. Compromise Strategy
Both parties give up something to reach middle ground. It is practical and time saving,
especially when quick resolution is needed. However, it may not always create the best
possible outcome.

4. Avoiding Strategy
Sometimes the best move is to step back. When the issue is minor, emotions are high, or
better timing is required, postponing negotiation can be strategic. However, constant
avoidance may weaken relationships or delay necessary decisions.

5. Accommodating Strategy
One party prioritizes the relationship over the issue and yields to the other side’s demands.
This can build goodwill, but overuse may reduce bargaining power.

6. Collaborative Strategy
This is an advanced form of integrative negotiation where both parties actively work as
problem solvers. It requires trust, transparency, and mutual respect. The focus is not just
agreement, but sustainable agreement.

7. Competitive Strategy
A more assertive and aggressive approach where one party aims to dominate the negotiation.
It may secure short term gains but can strain long term relationships.