Sexual Harassment at Work Place

Sexual Harassment at Workplace

Sexual harassment exists in almost every sector and industry, but it’s astonishing that most companies turn a blind eye or are often ignorant about such an important compliance. The only way to combat it is by increasing awareness and knowledge. Sexual Harassment is one issue that has probably plagued every institution, big or small. Unfortunately, it still remains one of the most unreported offences of all times. Although, campaigns like #MeToo acted as an eye-opener, sexual harassment at the workplace still remains behind the closed doors of glass cabins.

What is Sexual Harassment?

In simple words, sexual harassment at workplace is an act or a pattern of behavior that compromises physical, emotional or financial safety and security of a woman worker. Sexual harassment has been identified as a term which is difficult to define as it involves a range of behaviors. Efforts have been made at both national and international levels to define this term effectively. often, the term is subjected to different interpretations. Some believe that it is better not to mingle with female colleagues so that one does not get embroiled in a sexual harassment complaint. The reality of sexual harassment incidents at the workplace is that there is more to worry about under-reporting, than people misusing the law.

In 1997, in the landmark judgment of Vishaka and others v. State of Rajasthan[1], the Supreme Court of India defined sexual harassment at the workplace, pronounced preventive, prohibitory and redress measures, and gave directives towards a legislative mandate to the guidelines proposed.

Sexual Harassment includes many things:

·         Physical conduct of a sexual nature that includes all unwanted physical contact,

o    ranging from touching,

o    to sexual assault and rape, and

o    includes a strip search by or in the presence of the opposite sex.

 

·         Verbal forms of sexual harassment that includes;

o    unwelcome insinuations,

o    suggestions and hints,

o    sexual advances,

o    comments with sexual overtones,

o    sex-related jokes or insults,

o    or unwelcome graphic comments about a person's body made in their presence or directed toward them,

o    unwelcome and inappropriate inquiries about a person's sex life, and

o    unwelcome whistling directed at a person or group of persons.

·         Non-verbal forms of sexual harassment including;

o    unwelcome gestures,

o    indecent exposure, and

o    the unwelcome display of sexually explicit pictures and objects.

o    Making or posting sexually demeaning or offensive pictures, cartoons or other materials in the workplace

o    Giving gifts or leaving objects that are sexually suggestive

 

·         Quid pro quo harassment occurs where an owner, employer, supervisor, member of management or co-employee, undertakes or attempts to influence the process of employment, promotion, training, discipline, dismissal, salary increase or other benefits of an employee or job applicant, in exchange for sexual favors.

What the law says?

The safety of the people shall be the highest law of the land. The judiciary is the pillar for justice as it not only provides redressal mechanisms, but it also punishes the offender. The law on sexual harassment has mushroomed and nurtured after the 1997 landmark decision of the Supreme Court in the Vishaka v State of Rajasthan.

While hearing the matter, the Supreme Court noted the lack of legal recourse against sexual harassment at workplace. The Supreme Court defined what would constitute sexual harassment at workplace and issued guidelines that were to have statutory value until a proper law was enacted by Parliament.

Before the Supreme Court set the law against sexual harassment at workplace in order, such cases were dealt under IPC Section 354 (outraging the modesty of women) and Section 509 (using a word, gesture or act intended to insult the modesty of a woman).

In 2013, substantial changes were made in the way sexual harassment was viewed within the criminal justice system in India. The Criminal Law Amendment Act of 2013, which commenced on April 3, 2013, included Section 354A of the Indian Penal Code, 1860 that defined sexual harassment. The India Penal Code, 1860 has also defined the term sexual harassment and related offences and put forth punishments for the same:

· Section 354A- Sexual harassment is: unwelcome physical contact and 

advances, including unwanted and explicit sexual overtures, a demand or request for sexual favors, showing someone sexual images (pornography) without their consent, and making unwelcome sexual remarks

Punishment: Up to three years in prison, and a fine.

· Section 354B- Forcing a woman to undress.

Punishment: From three to seven years in prison, and a fine.

· Section 354C- Watching or capturing images of a woman without her consent (voyeurism). 

Punishment: First conviction – one to three years in prison and a fine. More than conviction–three to seven years in prison and a fine.

· Section 354D- Following a woman and contacting her or trying to contact 

her despite her saying she does not want contact. Monitoring a woman using 

the internet or any other form of electronic communication (stalking).

Punishment: First conviction – up to three years in prison and a fine. More than one conviction–up to five years in prison and a fine.

The same definition is given in the law enacted specifically for Sexual Harassment of Women at Workplace (Prevention Prohibition and Redressal) Act 2013.

However societal attitudes towards sexual harassment has impeded any effective implementation of the law.

Why not reporting?

Though sexual harassment at the workplace has assumed serious proportions, women do not report the matter to the concerned authorities in most cases due to fear of reprisal from the harasser, losing one’s livelihood, being stigmatized, or losing professional standing and personal reputation.

How can a company create a safe work environment?

Many practical steps can be taken, as part of an integrated program, to counter harassment:

•  A clear policy from management

    Management must develop a clear definition of, and policy on sexual harassment.

    Concerned people should also help to make the need for such policies known.

• Awareness of the problem, and of own, and others' rights 

    Managers and all employees (male and female) must become aware of the problems inherent in harassment, and must know how to handle it.

    If a clear policy exists and is well promoted, both the person being harassed, and the person considering harassing someone, will know what the individual's rights are – what’s acceptable, and what isn’t; also where the person being harassed can lodge a complaint.

• Complaints and disciplinary procedure

    There must be clear guidelines on reporting and disciplinary procedures in cases of harassment, and these must be communicated to all staff members.

    Appropriate staff members can be selected, appointed and trained as complaints officers with authority to institute disciplinary measures when necessary.

    In large companies, counselors can be appointed and trained to provide support and to give advice to staff who are sexually harassed or to counsel harassers if required. These may be the same people as the complaints officers, and could possibly also sensitize and train managers and supervisors in the implementation of the policy.

•  Education

    Employers should include the issue of sexual harassment in their orientation, training and education programs of employees.

•  Confidentiality

    Grievances regarding sexual harassment must be handled in a confidential manner in regards to both parties:

    Only appropriate parties (appropriate management, the aggrieved and their representatives, the alleged perpetrator and their representatives, witnesses and an interpreter if necessary) may be present in disciplinary inquiries.

    It must be ensured that either party (or their representative) receives necessary information to enable them to prepare for any proceedings outlined by the company code of conduct.

•  Other supporting measures

    Confidence training and development of a healthy self-esteem will help employees to deal with harassers.

    An effective employment equity program, that ensures well-planned career paths for all - based on merit, while also ensuring that people disadvantaged in the past get a fair deal - will reduce the vulnerability of individuals to harassment by people who abuse their power and authority.

    A positive corporate culture, in which the rights and dignity of all staff members are respected, and a positive example is set by management, will do much to create a healthy environment in which sexual harassment can’t flourish.

Employees' Rights and Responsibilities

Any employee who believes he or she has been the target of sexual harassment is encouraged to inform the offending person orally or in writing that such conduct is unwelcome and offensive and must stop. Complaint on sexual harassment at the workplace must be made by the aggrieved woman within a period of three months from the date of occurrence of an incident. In case of a series of an incident, within a period of three months from the date of last incident.

The complaint must be made in writing and submitted to the Internal Complaint Committee and be sent either by post or given in person. The Internal Complaint Committee also has the powers to extend the time-limit for reporting by not more than three months, if it is satisfied that the circumstances were such which prevented the employee from filing a complaint within the three-month period.

If the employee does not wish to communicate directly with the offending person, or if such communication has been ineffective, the employee has multiple avenues for reporting allegations of sexual harassment and/or pursuing resolution, complaint can be filed by:

·        Her relative or friend.

·        Her co-worker.

·        An officer of the National Commission for Women or State Women’s Commission.

·        Any person who has knowledge of the incident, with the written consent of the aggrieved woman.

If an aggrieved woman is unable to make a written complaint by herself on account of her mental incapacity, a complaint can be filed by:

·        Her relative or friend.

·        A special educator.

·        A qualified psychiatrist or psychologist.

·        The guardian or authority under whose care she is receiving treatment or care.

·        

      Any person who has knowledge of the incident jointly with her relative or friend or a special education or qualified psychiatrist or psychologist or guardian or authority under whose care she is receiving treatment or care.

·        Finally, if an aggrieved woman is unable to make a written complaint by herself on account of her mental incapacity or physical incapacity or death, a complaint can be filed by her legal heir.

Employer Rights and Responsibilities

·        Provide a safe working environment at the workplace which shall include safety from the persons coming into contact at the workplace;

·        Display at any conspicuous place in the workplace, the penal consequences of sexual harassment; and the order constituting, the Internal Committee under sub-section (1) of section 4 of the Act providing that every employer of a workplace shall, by an order in writing, constitute a Committee to be known as the “Internal Complaints Committee”: Provided that where the offices or administrative units of the workplace are located at different places or divisional or sub-divisional level, the Internal Committee shall be constituted at all administrative units or offices;

·        Organize workshops and awareness programmes at regular intervals for sensitising the employees with the provisions of the Act and orientation programmes for the members of the Internal Committee in the manner as may be prescribed;

·        Provide necessary facilities to the Internal Committee or the Local Committee, as the case may be, for dealing with the complaint and conducting an enquiry;

·        Assist in securing the attendance of respondent and witnesses before the Internal Committee or the Local Committee, as the case may be;

·        Make available such information to the Internal Committee or the Local Committee, as the case may be, as it may require having regard to the complaint made.

·        Provide assistance to the woman if she so chooses to file a complaint in relation to the offence under the Indian Penal Code or any other law for the time being in force;

·        Cause to initiate action, under the Indian Penal Code, 1860 or any other law for the time being in force, against the perpetrator, or if the aggrieved woman so desires, where the perpetrator is not an employee, in the workplace at which the incident of sexual harassment took place;

·        Treat sexual harassment as a misconduct under the service rules and initiate action for such misconduct;

·        Monitor the timely submission of reports by the Internal Committee.

Impact on Organization

·        Financial impact: The biggest challenge that any sexual harassment case brings for a company is undoubtedly the financial repercussions. This happens because of absenteeism, low productivity, and staff turnover as a result of sexual harassment.  It’s not just non-compliance penalty, but also settlement costs at a later point in time. 

·        Distortion of public image: Continuous media lynching at even the mere speculation of a sexual harassment case can tarnish a company’s reputation. With the upsurge of social media and never-ending media debates, the trouble has increased manifold. It is undeniable that any company primarily runs on its goodwill. With this loss of reputation, a company may find it tough to crawl out of the pit.

·        Effect on work production: A recent study reveals that if an employee has faced sexual harassment at the workplace, their output will certainly be affected. This is a no-brainer, but this phenomenon is not restricted to the victim alone. Sexual harassment at any workplace also creates a lot of insecurity, disloyalty, and disharmony among other employees as well. This leads to a situation of lesser work production and acts as a huge impediment to the company’s progress.

So, what can you do if you’re experiencing sexual harassment at work? 

·        Be clear and firm. If the person harassing you is told when it happens the first time that you don’t approve and don’t find it funny, they might back off. Be polite, but firm, and don’t giggle. This might be interpreted as a tacit type of consent.

·        Say “No” Clearly. Tell the person that his/her behavior offends you. Firmly refuse all invitations. If the harassment doesn’t end promptly, ask the harasser to stop and put it in writing. Keep a copy of this written communication.

·        Write Down What Happened. As soon as you experience sexual harassment, start writing it down. Write down dates, places, times, and possible witnesses to what happened. If possible, ask your co-workers to write down what they saw or heard, especially if the same thing is happening to them. Remember that others may (and probably will) read this written record at some point. It is a good idea to keep the record at home or in some other safe place. Do not keep the record at work.

·        Tell others. Don’t keep quiet; this will only make you more vulnerable. Harassers like isolating their victims – physically and socially. If you tell others what’s going on you might also find out that you’re not the only one experiencing such situations. If more than one person lays a complaint, it significantly strengthens the case against the harasser. 

·        Don't doubt yourself. Harassers often try and pass something off as a joke, however, if it’s continuously at your expense, or attacks your sense of dignity, you’re being harassed. Don’t allow harassers to make you doubt your observation, how their actions make you feel or that you’re overreacting.

·        Safety in numbers. Make sure that you’re not alone with this person behind closed doors. Take a colleague with you if you feel threatened, and insist that doors be left open if you have to be in a meeting. Make sure that somebody knows where you are at all times.

·        Report The Harassment. If it is possible for you to do so, tell your supervisor, your human resources department or some other department or person within your organization who has the power to stop the harassment. If you can, it is best to put your complaint in writing.

·        Start A Paper Trail. When you report the sexual harassment to your employer, do it in writing. Describe the problem and how you want it fixed. This creates a written record of when you complained and what happened in response to it. Keep copies of everything you send and receive from your employer.

·        Find Out About Your Employer’s Grievance And Complaint Procedures. Many employers have policies and procedures written down that deal with how to make and respond to sexual harassment complaints. To find out your employer’s policies, look for or ask to see a copy of your employee manual, any written personnel policies, and/or speak to someone in the human resources department, if one exists. You may be able to use these procedures to stop the harassment and resolve the problem. At the very least, following your employer’s complaint procedures (if any exist) will show that you did what you could to make the employer aware of the harassment.

·        Involve Your Union. If you belong to a union, you may want to file a formal grievance through the union and try to get a shop steward or other union official to help you work through the grievance process. Get a copy of your collective bargaining agreement to see if it discusses the problems you are experiencing. Keep in mind that if you use your union’s grievance procedure, you must still file a complaint (or “charge”) of discrimination with a government agency before filing a lawsuit in court.

·        Be Aware of Deadlines! Do not delay in reporting the problem to your employer, if it is possible to do so. If you start to feel that your employer’s process for dealing with the sexual harassment may not help you, be aware that doing nothing could mean losing your rights! This is very important! There are legal deadlines for filing a formal complaint or charge of discrimination with government agencies, and you cannot bring a lawsuit against your employer unless you have first filed a complaint with the court or the agency that enforces your state’s employment discrimination laws.

Some Myth and Facts about Sexual Harassment

Myth	Fact
Only certain types of people harass others	People of all types and in all kinds of occupation have been founded to be harassers. They can be people in power, co-workers and even subordinates.
Sexual Harassment is ‘natural’ male behavior. Man is the hunter and women the prey.	Men are not born knowing how to sexually harass others. It’s learned within the context of a sexist and patriarchal environment that perpetuates control over women sexuality, fertility and labor.
Women don’t rape	Women can also be sexual aggressors
Men who rape are ‘psychos’	Men who rape are mostly ordinary, everyday guys.
Harassment will stop if a person just ignores it	Harassers often believe that if a person ignores inappropriate / harassing behavior, that’s proof that the behavior is welcome. Many times, the behavior escalates and turn ugly

Every employer should recognize the right of every employee and volunteer to be able to attend work and to perform their duties without being subjected to any form of sexual harassment. It is the obligation and responsibility of every employee and volunteer to ensure that the workplace is free from sexual harassment.

Green wind solutions will help your company to frame a sexual Harassment policy and guidelines for your company intends to provide protection against sexual harassment of women at workplace and the prevention and redressal of complaints of sexual harassment and matters related to it.

http://www.greenwindsolutions.com/Green Wind Solutions

 Green Wind Solutions

Luxury Customer Journey

Luxury Customer Journey

Luxury is neither a product or service it’s an attitude and state of mind.

What the term Luxury Customer Journey means?

In precise, it means the strategic road map to delight and engage the customer with the brand. The LCJ provides a clear understanding of the strategic road map luxury brands need to develop to engage their target in each market analysed, with a strong focus on their digital as well as offline transformation.

The Luxury Customer Journey (LCJ) provides an initial snapshot of the most important marketing KPI’s (top of mind, spontaneous and total awareness) before delving deeper into the more relevant content and touch points that build brand awareness and intention to buy, from traditional press and celebrity endorsement to digital word of mouth and bloggers. The study explores customer behavior and their expectations during their e-commerce and boutique experiences, in-store mobile usage, interaction with brands’ social media pages, as well as the meaningfulness of specific content provided by the brands. It also tests consumer appreciation of the newest experience innovations.

The study confirms, people aspire to luxury fashion brands because they provide the thrill associated with the sense of belonging to a selected tribe while providing the unique opportunity to show off personal connoisseur-ship. However, in the more mature markets during the recent economic slowdown, customers have become increasingly price and quality conscious. They are willing to pay more if they are provided with better, customized, meaningful experiences and services while they approach, select and purchase a luxury product. Even customers in emerging markets are increasingly gaining ground, moving quickly up the Luxury Pyramid, from affordable and accessible logged products to niche and exclusive goods.

In this evolving landscape, The Luxury Customer Journey aims to unveil and highlight the most significant differences in the behavior and expectations of the modern luxury consumer.

The path to purchase is almost never linear, involving interaction with different content and communication assets from owned (i.e. official websites), to paid (i.e. print advertising) and/or earned equity (i.e. word of mouth). Brand storytelling is extremely important for consumers while Millennial's pose a harder challenge for mature markets where brand heritage and roots have yet to become relevant for them. All Global luxury consumers are interested in content that provides them with practical and personal advice on new trends and seasonal must-have products related to their age, profile, and taste. Customized services and special treatment are also expected as well as exclusive offers following a subscription to a brand web site and/or loyalty program. Brands should shift their focus to their customers and on how to engage them. They need to know their data; they need to understand their customer; they need to be global yet increasingly local and personalized in their approach; they need to become much more digital but at the same time experiential.

Now do you think is it easy enough to provide a luxury customer experience?

Well, it requires work and attention to detail.

How can you go about offering a luxury customer experience?

First of all, bear in mind that, selling luxury products means selling a dream, which is certainly something that goes beyond mere functionality, rather it emphasizes status and other symbolic associations such as personal statement, identity, and ultimately creates a sense of belonging. So, how can luxury fashion brands deliver a “white-glove” customer experience and capitalize on the opportunities offered by online and offline channels without risking depreciating their brand equity and losing sales that are mainly happening in stores? The answer is designing a customer experience that is well integrated among all channels. In a market servicing ever-more discerning consumers, the luxury sector needs to constantly innovate in order to stay relevant. customers buy luxury goods because they’re attracted to the brand’s image, so those aspects have to come to life.

Customer experience @ store

Brandships are living marketing experiences – less about the financial transaction and more about the emotional transaction. Stores must engage customers and create desire. The purchase can happen at a later date, but the important thing is to create that interest and affinity. Luxury brands have excelled at creating special experiences for customers in-store to differentiate themselves from the ‘average’ retailer. This includes factors such as beautiful store design, great personal service and advice from store staff, and maybe a glass of wine on arrival. This quality of service, added to the quality of the products, provides potential customers with the best possible store experience.

3 keys to Luxury Customer Journey

Know Your Audience

This may sound like a no-brainer, but it is a practice ignored by brands all too often. Not all luxury buyers are driven by the same motives or respond the same way to marketing tactics, and failure to tailor your efforts to your specific audience’s needs could be costly.

Tell a Story

Today’s luxury buyers also favor substance over style, meaning they are more likely to connect with a brand that has the marketing savvy to tell a story and align with their personal values rather with a brand that relies on its product’s flashiness. Your customers are educated, so treat them that way by ramping up your content and avoiding gimmicks and commodity marketing language.

 Convenience is Key

Now that you have hooked your customer with your brand experience and story, give them the ability to interact with your brand in a way that is most convenient for their demanding lifestyle. Providing ample options to suit their unique needs during every stage of the buying cycle allows them to shop and make decisions in a manner of their choosing. Accomplish this by pushing the creative envelope and utilizing technology in a way that both accommodates your buyers’ unique needs and provides that Wow Factor.

Challenges facing for Luxury Brands

Not able to recreate customer store experience into online

However, luxury brands have faced challenges when attempting to recreate the in-store customer experience online, or to at least create an online experience which matches the brand image, and they have not always succeeded. Recreating the in-store luxury experience online may well be impossible to do. Retailers can show their products in the best possible light and create websites which are a pleasure to browse and buy from. After this point, it’s about providing the kind of service, including delivery and packaging, that customers would expect from a luxury retailer.

Product returns

Customers are likely to expect a higher standard of service if they have any problems post-purchase. Returns should be hassle-free.

Delivery and packaging

Customer expectations around delivery are higher than ever before. The delivery of the product should be designed in such a way to create an amazing experience to the customer. Packaging is a great way to deliver that ‘wow factor’ for customers. To an extent, the packaging needs to reinforce the promise of the brand. If people order an expensive handbag, standard brown packaging won’t do.

Great Copy writing

Product copy needs to work to convey the quality and luxury of the product. The tone of voice needs to match the product and price. For example, Rolex talks about the materials, the history and detail which goes into creating its watches.

Product imagery

 Images can be used to show products in the best possible light and should be high quality.

Product Exclusivity

Luxury brands seek exclusivity; they should not try to be everything to everyone. Product customization should be a part of luxury brands.

Latest Technology

Always updated with the latest technologies. Luxury brands have taken note of this shift well in time and are using technology in their favour to interact with today’s consumers at the same wavelength. Here are how luxury brands across the globe are playing the technology game right and things that brands across industries can learn from them

Teach, don’t train

Your sales associates are people who you have chosen because you feel they already have the intelligence and sophistication to appeal to your elite clientele.  Don’t simply provide them with a list of facts to memorize and procedures to follow.  Educate them about your brand, its history, and the science and psychology of good customer relationships.  Teach them to be active creators of your brand’s world, and encourage them to invite the customer into that world rather than fixating on making a sale.

Empower

To be successful globally, a brand has to make the best possible use of the local knowledge its sales associates bring to each store.  Hire people you trust and then trust them; let them work together with your expert management to find the best way to express your brand in their specific context.  A confident, assured sales associate inspires the trust and respect of customers, which in turn translates into trust in and respect for your brand.

Encourage personal relationships

The key to building consumer loyalty is post-purchase communication between the brand and the customer, but many customers feel uncomfortable giving their contact information away to a faceless corporation, even one they admire. However, a sales associate can assure them that the offers and promotions they receive will be curated by an actual person, who knows their interests and will listen attentively to their feedback.  A sales associate has the power to tailor your brand’s image to the customer’s exact measurements in a way nothing and no one else can.

Create a culture of improvement

There is no “end” to customer service, no point at which you can say there is nothing left to improve. Indeed, the best customer service is provided by those companies that never give up looking for the better way no matter how successful their previous methods have been. While quantitative metrics are important for monitoring performance, pressuring sales associates with negative feedback - especially in the form of scores - is embarrassing and dis empowering.  A sales associate cannot be a great representative of a brand with whom he or she has a hostile or anxious relationship. Rather, create a culture of constant progress, where sales associates know that identifying areas for improvement will be a regular part of everyone’s work.  Make evaluations into a tool you give your sales associates to help them grow.

Create an Effortless Experience

The key to customer loyalty is an effortless customer service experience and Don’t exceed their expectations too.  An effortless experience is the key to customer loyalty.

Always believe

We don’t pay for the product; we pay for the experience, the exclusivity and the aspiration associated with it

What Green Wind Solutions Can Offer?

If you are looking for a strategy or marketing plans for your business or brand – we can help you. If you need a specialized marketing consultant, strategy consultant, brand consultant or business consultant -this is the place. We offer full support in creating long-term strategies, marketing plans, brand management and other services designed for luxury and premium brands. We support small businesses as well as well-known global brands.

TELEPHONIC INTERVIEW GUIDE

In a world where jobs are no longer restricted by political and geographical boundaries, several companies today are conducting phone interviews to short-list candidates before calling them in for a face-to-face interaction. 

A phone interview has several advantages both for the employer and candidate. It is typically shorter than a face-to-face interview, allowing the interviewer to save on time. 

Is Telephonic Interview Needed?

Yes, Telephone interviews are a great way to screen applicants before a face-face interview. 

They may not be everyone's cup of tea, but telephone interviews have a lot of advantages. They are fast, easy to arrange and arm you with just the right level of information to begin whittling down your applicants.

Guidelines

• An appointment to be set up with candidate, providing at least one week’s notice.
• Make sure the contact number at which you reached the candidate is the number to be called for the interview. Also, coordinate the interview with the availability of Interview panels.
• Schedule the interview calls for no more than 30 minutes.
• Determine if all interview panels will participate in the interviews or if only one or interview panel will be asking questions.
• Introduce all the interview panels present in the interview
• Review the candidate’s application materials including any references prior to interview.
• Prepare questions. All candidates should be asked the same questions. Determine the order of questions to be asked.
• Reserve a conference room and test equipment (speaker phone). Make sure there are no conflicts with the room or interruptions. Keep your phones on silent mode.
• Keep in mind that the lack of non-verbal communication is a limiting factor for both the interview panels and the candidate.
• Call candidate at the scheduled time.
• Introduce panel to candidate and briefly explain the interview process.
• Plan adequately and ask the right questions in the limited time allotted.
• Be sensitive to diversity. Try every reasonable attempt to screen for inclusion rather than exclusion?
• Fill in the evaluation form only after the interview is over and not during the call.
• If a candidate is not shortlisted, they need to be sent a regret letter. Candidates genuinely appreciate an indication of the reason they were not shortlisted from the pool.
• Recommended Interview Structure for a 30-minute call

Time	Purpose of Question	Sample Question
3- 5 minutes	Verify information from resume	Why did you make that move? 2. How long did you hold a particular position?
10 -15 minutes	Determine qualifications, interest in job and fit	What attracted you about this position? 2. Tell us about a time when…
3-5 minutes	Answering questions from candidate	What questions do you have for us?
3- 5 minutes	Next steps	We will be interviewing more candidates. You will be hearing from us within seven business days.

Sample phone screening interview questions

•       Why did you apply for this position? Was there something specifically in the job ad that drew your attention?

•       What motivated you to choose this career path?

•       Are you currently working? If so, what period of notice do you need to give to your employer before resigning?

•       The working schedule for this position is [X number of days – X working hours]. How flexible/willing are you to follow this schedule?

•       Do you have experience using [X] software in any of your previous jobs?

•       What are your salary expectations?

•       Are you authorized to work in [X] area?

For the candidate, who has the advantage of remaining unseen, a phone interview allows the use of cue cards and cheat sheets, as well as access to the Internet.  

Here are 10 phone interview tips to help candidates to ace your phone interview: 

1. Choose a good spot: Companies generally tell you in advance when they will be calling. Choose a room where you can speak without disruption. Shut out other noises like TV and radio, take the kids away and lock the room from inside. Ask your family members not to disturb you when the interview is in progress. Get a good phone -- preferably a landline. You don’t want calls to drop at this time.
   
   
   
2. Keep documents handy: Get a hard copy of your resume and cover letter and keep it ready. Keep pen and paper handy to take down notes. You could even keep your laptop on in case you want to refer to the Internet. But take care to be discreet -- don’t hammer away loudly at the keys of your computer.
   
   
   
3. Use a cheat sheet: One of the great advantages of a phone interview is invisibility. Prepare for expected questions in advance and jot down points on a piece of paper. Write clearly and legibly since you will be referring to it under pressure. Practice the answers to expected questions beforehand and prepare for any derivative question that may arise as well.
   
   
   
4. Be in a positive frame of mind: This may seem odd, but smile! Though the interviewer cannot see you, it is not difficult to sense your mood over the phone. If you feel happy, bright and enthusiastic, this will reflect in your voice. Some experts also suggest dressing for the interview. If you think this will put you in the right frame of mind for the interview, go right ahead and slip into formal clothes.
   
   
   
5. Do your homework: You’ve already visited the company portal while writing your cover letter, so you have a sense of what the organization is about. This may be a good time to go back to the portal and brush up on that knowledge. If you know the name of your interviewer, you could also search him/her on the Internet to learn more about him/her.
   
   
   
6. Treat the interview like a face-to-face interaction: It is easy to fall into the trap of not taking a phone interview as seriously as a face-to-face interview. But remember, this is a process of elimination as well. It will be unfortunate if you were eliminated at this stage because you did not take the interview seriously enough. Prepare for a phone interview as you would for a face-to-face interaction.
   
   
   
7. Ask intelligent questions: After he/she is done with the interview, your interviewer will typically ask if you have any questions. This is a chance for you to showcase your intelligence. You could ask questions on the role you are being interviewed for, company branding or its strategy to beat market slump. Asking questions that tell the employer you are serious about this role.
   
   
   
8. Don't bring up salary: It is too early at this stage to bring up salary and perks. The company is still assessing your suitability for the job. Salary discussions generally take place in the final stages of the hiring process. So, hold your horses till then!
   
   
   
9. Ask if the interviewer has other questions: Asking the interviewer if he/she has any other questions is a good way to round up the discussion. This will give him/her a chance go back to the list of questions and see if something has been left out. If there are no more questions, ask what the next step will be in the hiring process.
   
   
   
10. Say thank you: Don’t forget to say thank you, even if the interview has gone badly. Some experts even recommend sending a short thank you note to the interviewer a day after the interview.

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