Your career and subsequent career success are more than just the job title you currently have. It is also more than just your dream job or position.
Your career can be described as a series of jobs that are related to each other and which grow in complexity. Consequently, making educational and career choices are not once-off processes because both jobs and people evolve. For this reason, making these choices should not be seen as an all-or-nothing decision, but rather part of an evolving process. Therefore measuring your career success to a certain job or role would be pointless.
English writing is a skill you will use throughout your education. In Primary school, Secondary school, College and University. While in education, your English writing skills will usually be used in writing essays.
Welcome to our exploration of new era digital jobs, starting with one of the most widely publicised, the professional gamer.
In August 2019 the Fortnite competition dmeonstarted the earnings potential for the top international professional gamers.
Forty million entrants were whittled down to 100 solo finalists . The final was held at Flushing Meadows, the home of the US Open tennis tournament.
The $30 million prize money guaranteed that each of the 100 finalists would take home at least $50,000 each. Even though there were players from 30 countries, there is evidence that viewers of Fornite professional gamers on Twitch have peaked.
New era digital jobs
Here is the second of our new era digital jobs.
This role combines the following digital marketing skills:
Considerable marketing skills are needed to develop content
for today’s varied mix of social media platforms. Primarily the content’s theme
and messages must be targeted at customer segments. It must therefore meet
specific audience needs and expectations. This then drives those targeted customers
to complete a drive for action. For example, buying because there is a discount
offer. Each of these stages is measurable in the Facebook, Pinterest and Instagram
feeds – or whatever other selling platform is being used.
Many consultancies, SaaS and other start-ups also offer educational resources. For example, blogs, e-books and Webinars. Creating the content for all of these falls within the remit of the Digital Marketer. They must then apply their content marketing skills to use such promotional materials for marketing purposes.
Start-up Digital Marketing Model
The typical model for a new start-up is to raise brand awareness amongst customers initially. Telling, not selling. Then to keep driving customers to return to your site – rather than to your competitors’ sites. Over time, once there are a sufficient number of site users, to start driving sales from those returning customers. Running surveys and publishing customer stories are other effective means of driving customer purchases.
Both promotional content and educational content are important parts of a start-up’s digital marketing strategy. Common forms of educational content are podcasts and How To videos.
Communicate brand value to customers using a range of
digital marketing skills
A content marketing manager is responsible for
content marketing. Managing blog, marketing campaigns, ebook publications,
guest blogging, email communications, video marketing, sales page copywriting,
etc. are the roles of a content marketing manager.
Content marketing manager responsibilities
Create, edit and improve the content
that audience is looking for and optimize the path to conversion.
Deliver effective editorial plan and
content marketing strategy to meet the business objectives. Editorial
requirements include basic SEO understanding, content development,
categorization and structure,
distribution and management.
Measure and optimize on a regular
basis to drive traffic, engagement, and leads.
Integrate content programs with brand
campaigns to drive the demand for the brand.
Develop editorial calendar.
Receive customer feedback and
generate ideas to increase customer engagement.
Analyze web traffic metrics.
Analytics manager is responsible for the implementation of tools and strategies to translate raw data into the valuable business insights.
Digital Marketing Skills
Analytics Manager responsibilities
Understand the business objectives
Develop the right strategies for
effective data analysis and reporting.
Define the metrics and relevant data
sources of the company.
Select, configure, and implement
Lead and develop a data analysts
Extract reports from multiple sources
like IT, operations and customer feedback.
Transform the raw data into
actionable business insights through statistics and data models.
Present the analytical findings to
the senior management.
Marketing Manager role
The primary role of a digital marketing manager is
to get the word about your brand out in the digital space.
Digital marketing manager responsibilities
Develop, implement, and manage
marketing campaigns that promote the products and services of a company.
Enhance brand awareness in the
Drive website traffic and acquire
Measure site traffic, identify and
evaluate new digital technologies and optimize marketing campaigns, email
marketing, social media, and display & search advertising using web
Digital Marketing Skills
The primary role of an SEO specialist or an SEO
executive is to rank a website page on the search engine result page and to
increase the website’s traffic. SEO sector is booming day by day, and SEO
executive jobs will always be in demand. SEO executive roles will be available
only in large companies with marketing departments. The SEO executive job role
is available for all degree students, but it would be a plus point if you have
a degree in digital marketing. You must have relevant experience and high level
of technical skill.
SEO executive responsibilities
Conduct on-site and off-site analysis
of clients in various industries.
Compile performances report using
Google Analytics program.
Keep attention to the updates of
Contribute to the company’s blog for
on-page and off-page optimization.
Conduct keyword research according to
the latest keyword research strategies.
Media Marketing Expert role
A social media marketing expert is responsible for
combining marketing and social media management to enhance the company’s social
media presence, interaction with target audiences, promoting the brand’s
engaging content, and expanding the opportunities for increasing the revenue.
Social media digital marketing skills include understanding and knowledge of each social media platform, social media marketing strategies, and how to optimize content to make it engaging on the social media channels.
Digital Marketing Skills
Social media marketing expert responsibilities
Create social media marketing
strategy and campaign by creating the content idea, budget planning, and
Promote the brand’s products and
services on various social media channels.
Build social media marketing strategy
and execute it through competitive and audience research.
Optimize company pages with each
social media platform to increase the company’s social content visibility.
Achieve audience engagement, website
traffic, and revenue by exploiting all digital marketing aspects of social
media marketing roadmap.
Marketing Copywriter role
There are many job roles of a copywriter. A digital writer produces the written content for web pages. They can work either as a freelance content writer or as an employee of a company. The copywriter can help the content team to refine their content and words used to get more reception, help the search engine marketer to write a better ad copy, help the social media manager with better words for posting on social media channels.
Digital marketing copywriter responsibilities
Tailor the content and style of
writing assignments according to their purpose like sell or inform.
Understand target audience because
content writing is not for clients. It’s for the readers. So a copywriter
should understand the interests of the target audience.
Work with different team to ensure
quality results and quality visual elements of the web page complementing the
Identifying interesting and fresh
angles every time for an article.
Write for blogs, web pages, social
media, ebooks, slogans, and video script.
Assist with the business pitches to
win new clients and projects.
Provide digital contents such as
video, infographics, and images, etc.
Rate Optimizer role
A conversion rate optimizer is responsible for a company’s conversion rate strategy and lead generation. It’s the most crucial digital marketing job role. They are responsible for managing, testing, and implementing conversion points in the digital marketing funnel.
Digital Marketing Skills
Conversion rate optimizer responsibilities
A/B Testing, measure the performance
of CTAs and improve conversion rate consistently.
Optimize the marketing conversion
Optimize lead-to-customer conversion
Managing and optimizing CTAs, landing
pages, and the lead generation forms.
Collaboration with each team
responsible for social media posts, email, and blogging to optimize each
Increase the marketing funnel
Increase qualified marketing leads
and conversion rates for the sales team.
Engine Marketer / SEM Specialist role
In a small company, a digital marketing manager
does all the tasks of a search engine marketer. However, when it’s a big
company, there is a dedicated search engine marketing specialist also known as
SEM specialist to target the number of leads and clicks from the given
marketing budget, manage bid, keyword research, analysis, ad copywriting, and
to test ad campaigns.
Digital Marketing Roles
SEM specialist responsibilites
Achieve maximum ROI in paid search
campaigns by collecting and analyzing data, and identifying trends and
Track, report, and analyze website
analytics, and PPC campaigns.
Optimize the landing pages of paid
search engine marketing campaigns.
Research and analyze advertising links
of the competitors.
Manage the expense and budget of
campaigns, and estimate monthly costs.
In-depth website analysis.
Marketing Manager role
An Inbound Marketing Manager is responsible for
attracting traffic, and qualified prospects and converting them into customers
Digital Marketing Roles
Inbound marketing manager responsibilities
Build and manage rich contents like
blog posts, ebooks, webinars, whitepapers, infographics, reports, etc. which
attracts qualified traffic.
Optimize lead nurturing process and
marketing automation through content, social channels, and email.
Propose new and improved ideas on
inbound marketing campaigns.
Create, manage, and execute
multi-channel marketing campaigns leveraging inbound marketing, SEO, email,
mail campaigns and events to drive customer acquisition.
Digital Marketing Executive role
A digital marketing executive is responsible for
looking into the online marketing strategies for the organization. They plan
and execute marketing campaigns, and maintain and supply content for the
Digital marketing executive responsibilities
Develop and manage digital marketing
Manage organization’s website
Optimize content for the website and
social networking channels such as Facebook, Twitter, Instagram, Google Plus,
Track the website traffic flow and
provide internal reports regularly
Fix any error in online content and
arrange webinars and webcasts
Attend networking events and product
Identify new digital marketing trends
and ensure that the brand is in front of the industry developments.
Work on SEO of the website pages.
Edit and post content, videos,
podcasts, and audio content on online sites.
Promote company’s product and
services in the digital space.
Execute social media efforts to
improve KPIs, likes, shares, tweets, etc.
Creating and executing SMS, and
email-based marketing campaigns.
The above roles can be grouped into Customer / Sales roles; Social Media Marketing and IT and Data Analysis roles:
Digital Marketing Roles
Customer / Sales start-up roles
Digital Marketing start-up roles
IT and Data Analysis start-up roles.
Other Social Media Influencer Roles
There’s a scale of influencer roles which we’ve split broadly into three types, based upon the volume of followers.
Instagram influencer / Celebrity entrepreneur
Not every social media influencer is a celebrity with 100 million plus followers. There are only around a dozen of these. From the American Khardashians to the Chinese celebrity Angelababy (with 100 million followers).
Famous sports stars like Novak Djokovic might not have the stratosperic follower numbers of some celebrity influencers. He still promotes many brands, such as Seiko and NetJets. In industries, like fashion and lifestyle, celebrity brands such as Gwyneth Paltrow’s Goop have become even more influencial than many corporate lifestyle brands.
Welcome to our Interview Skills Guide. We hope you find this useful and informative.
Competency Based Interview Skills
The basic principle behind Competency Based Interviewing (CBI) is that:
PAST BEHAVIOUR IS A STRONG INDICATOR OF FUTURE BEHAVIOUR
CBI is a key part of the selection process because it enables you to assess the extent to which a candidate is able to use the core competencies we know to be associated with superior performance in a role.
CAR is a structured approach that focuses on the candidate’s recent experience to identify situations that would have enabled them to use these core competencies. By:
Understanding the context that the candidate was responding to
Identifying the actions taken by the candidate
Establishing the consequences of these actions in terms of results, outputs or impact on the business
The interviewer is able to assess the effectiveness of the behaviour demonstrated by the candidate.
There are therefore 3 critical stages in the process:
Interview Skills – CONTEXT
The CAR process begins by asking candidates to use examples from their recent experience to respond to set questions. Every example should contain information that lets the interviewer know “why” something took place. “Why” can be answered by finding out:
The circumstances surrounding the example they are going to talk about
The nature of the situation that they found themselves in
The task or activity that they had to do in response
Interview Skills – ACTION
Actions are what people say or do to complete a task or activity.
Without further prompting, candidates frequently explain their Actions in general terms such as:“I completed the project” / “I put together a training programme for a colleague” / ‘I always fixed the equipment when it broke down” / “I helped my colleagues”
All of these are vague and leave you as the interviewer not knowing what was actually said or done – their Actions.
Interview Skills – RESULT
In all those situations you as an interviewer must ask prompting or probing questions to get down to a level of detail that enables you to understand what the individual:
The Result is the outcome of the Actions that an individual has taken. Knowing the Result allows the interviewer to evaluate the effectiveness of the Actions taken and the behaviours used.
The interview format is designed to guide you through the 3 stages and provide space on the script for you to record in note form the evidence or information you have collected.
To ensure that you understand what a behavioural example looks like it is just as important to be able to identify what is not a clear behavioural example. These are incomplete CAR’s and provide no more than indications of what somebody:
Feels or thinks about a situation that they were faced with (Feelings and Opinions)
Believes they would do in certain circumstances (Theoretical and Future Related)
In general terms has done in the past (Vague and Generalised)
None of these are specific enough to help you make a sound evaluation of their past behaviour. Some examples:
Feelings and Opinions
“I thought I was the best VDU operator and deserved more responsibility” / “I was bored with processing lots of data all day every day” / “I really enjoyed my job working with customers; I’ve always been told that I am very good at listening to people’s concerns and issues”
These responses provide no insight into an individual’s behaviour and what they did. Their answers relate to how they felt about a situation that they were faced with.
Theoretical or Future Orientated Responses
“If I had been dealing with the problem I would have done it differently”
“I am always good at dealing with clients on the phone”
“I won’t make a lot of mistakes if I am given a lot of work to process through the system”
These responses indicate what an individual thinks they should do or would do if they were faced with that situation.
Vague and Generalised Responses
“I tend to deal with staff problems when they occur and sort them out then”
“…..and I managed to persuade the client that it was a good deal and they bought the product”
“My approach to disciplinary issues is generally quite tough although I will listen to what others have to say”
These sorts of responses are summaries or descriptions of what they did. The interviewer needs to get more detail to understand the sort of behaviours that the individual did to resolve the situation they are reflecting back to you.
WHAT IF I HAVEN’T GOT WHAT I NEED?
Vague or generalised info.
Not all elements of the CAR have been provided.
You have not got sufficient information to make a judgement regarding the CAR.
The structure of the questions are designed to help provide the 3 elements of the CAR.
The recording of the information within the interview guide is also in a CAR format:
HOW DO I KNOW?
information is easy to collect and reminds the interviewer of the CAR format
standardised way of summarising the information collected
enables consistency of approach and assessment
INTERVIEW SKILLS FUNNEL
TELL ME ABOUT A TIME WHEN…?
HAVE YOU EVER FOUND YOURSELF FACED BY…?
WHAT SORT OF SITUATIONS HAVE CAUSED YOU TO…?
WHAT WAS IT ABOUT THAT…?
WHAT DID YOU FIND DIFFICULT ABOUT…?
CAN YOU GIVE ME AN EXAMPLE OF THIS…?
WHAT WERE THE PARTICULAR ISSUES…?
WHAT WAS YOUR INVOLVEMENT IN…?
WHAT DID YOU DO…?
HOW DID YOU ACTUALLY DO IT?
HOW DID YOU COPE WITH…?
EFFECTIVE FOLLOW UP QUESTIONS
These are clear indications of a candidate’s intention to use vague, non-behavioural language:
For example, vague responses often begin with phrases like:
I am always doing….
In those situations, I usually…
Most of the time, I would….
Some questions to focus their responses more appropriately are as follows:
Exactly how were you involved?
Tell me exactly what you did.
Take me through the process, step by step, explaining what you did.
Describe the specific situation and the actions.
How many times in the last months have you…?
Describe one particular time when…
Think of one particular day when this happened.
Give me more specific detail.
Give me a specific example of this situation.
How were you personally involved?
Focusing responses more appropriately
Phrases like the following show the interviewer that a candidate is about to speculate about future behaviour or give a theoretical response:
Next time that happens, I’ll…..
I probably could…. may change the way I… think now I’m able to…….
Some questions to focus their responses
In the past, can you recall an example of…?
The last time that happened, what did you…?
What has been …?
Can you give me a specific example of when this actually happened in the past?
Focusing responses more appropriately
These phrases can give the interviewer a clue that a candidate is about to express a feeling or opinion about a situation:
I was really good at…. did more than my share… I thought I was….
If you ask me, I’d say….
So if I had been the Manager, I would have….
Some questions to focus their responses more appropriately are as follows:
Give me an example of what you did as a result of feeling like this
How do you know that?
How can you measure that?
What actions have you taken because of your feelings?
Follow up questioning is critical because:
Most responses to questions will not contain all the aspects of the CAR.
The interviewer must determine which parts of the CAR are missing and ask questions that will pin down these missing elements.
Focusing people’s responses to tell you what you need to know can be helped greatly by using appropriate non-leading open questions. We can illustrate the difference between leading and non-leading (open) follow-up questions.
Interview Skills Examples
Non Leading (Open) Questions
I suppose your boss was pleased with that?
What feedback did you get from your boss?
You didn’t let her get away with breaking the rules, did you?
What did you do when you discovered she was breaking the rules?
When you served the customer I assume you used his name?
What did you say to that customer when you served him?
You left that job for more money?
Why did you leave that job?
More Interview Skills Examples
Ensure that you avoid using open theoretical questions. The following examples illustrate the difference between theoretical follow-up questions and non-theoretical follow-up questions.
How should you have tackled that problem?
How did you actually tackle that problem?
With hindsight what would your approach be next time?
What was your specific approach On that occasion?
How do you go about delegating to staff?
Tell me how you delegated that task to that member of staff?
ADVANTAGES OF FOLLOW-UP QUESTIONS
Asking follow-up questions helps the interviewer collect enough complete behavioural examples to understand the candidate’s typical past work behaviour
An interview Guide which provides structural behavioural questions that ensure the interview will focus on relevant information
Follow-up questions which ensure collection of the CAR
These tools are used to collect sufficient examples of past behaviour and thereby provide an accurate picture of a candidate’s past experiences and accomplishments.
To use follow-up questioning effectively, the interviewer must first analyse a candidate’s response and categorise it as providing:
An incomplete CAR response
A partial behavioural example
A complete behavioural example
Once a response has been classified, the appropriate follow-up technique can be applied. The two follow-up techniques are:
Follow up to redirect the candidate to a behavioural example
Follow up to collect the CAR
To formulate an appropriate follow-up question, the interviewer must:
Ask an open, non-leading question
Avoid theoretical questions
CORE INTERVIEW SKILLS
Interviewers should aim to get the best out of every candidate and need to:
Adopt an encouraging and supportive manner
Be discerning and challenging.
Demonstrate, both by listening and looking attentively, that they are interested in the candidate
Create an appropriate atmosphere in which candidates will relax and talk more freely, perhaps more freely than they had intended.
CORE INTERVIEW SKILLS PART II
There are some core skills that need to be taken on board to make the most of the structured competency based interview approach. These fall into various categories, namely:
Interviewers Non Verbal Behaviour
Maintaining Candidate’s Self Confidence
Barriers to Effective Interviewing – Being Aware of and Ensuring that they are not demonstrated to Candidates
Our Assessment Centre Design
INTERVIEWERS NON-VERBAL BEHAVIOUR
On the basis of a number of research findings it is considered that a distance of from three to five feet is best suited to a selection interview. Less than three feet seems to produce discomfort and uneasiness for most people, while more than five feet becomes overly formal.
As distance increases, perception of the participants by each other is more negative.
How the interviewer sits in their chair is also important for demonstrating attention and a real interest.
The interviewer’s body needs to be directly orientated towards the candidate.
They should sit up and slightly lean forward in order to show energy and a concern to get on with the task in hand, efficiently and productively.
Of course strong eye contact is essential for showing interest.
Also for showing ease and lack of embarrassment.
Plus, a willingness to face up to what the candidate is trying to communicate.
This indicates when the interviewee has finished talking.
Interviewers who do not look sufficiently at the candidate will find it harder to control the interview comfortably.
Facial expression should indicate interest in what the candidate is saying.
Often when listening our facial expression appears blank! Try to ensure the expression conveys interest and avoid showing boredom, irritation or disbelief.
Head nodding can provide messages that as the interviewer you are keeping abreast of what is being said, that such information is useful and that you would like to hear more of it.
It is necessary for the interviewer to come across as calm and confident in what they are doing and gestures can help or hinder this.
Clenched hands and entwined legs can give the impression of nervousness.
Hands can be used both to give a greater emphasis to the interviewer’s questions .
Encouraging or discouraging messages can come from the way words are produced.
Nervousness and under-confidence in the interviewer can come across by talking too quickly or too slowly – calmness by having a steady, reasonably energetic pace.
Disinterest could be the message received if the tone of the interviewer’s voice is monotonous without different levels of pitch.
Criticism and judgement, which within the interview can be disabling, should not be conveyed by the interviewer’s tone of voice.
Assessment Centre Design
Restating and summarising shows the interviewer is intent on getting an accurate picture of what the candidate is saying.
Perceptive probing and use of follow-up questions again reinforces the interviewer’s interest.
The usual types of effective questions apply to competency based interviewing.
Open questions often begin with who? what? which? where? why? or how?
Open questions are often used to start off a new topic or subject and indicate to the interviewee that they are expected to do the talking.
These sorts of questions are designed to search for information in greater depth.
They are vital for detail and for focussing the candidate and interview on particular areas.
THE COMPETENCY BASED INTERVIEW SCRIPT
The interview script contains all the information and questions needed to conduct a fair and accurate interview. It provides:
Notes on preparing for and opening the interview
Structured Behavioural Questions which help the interviewer collect complete information on an candidate’s past jobs and experiences
Notes on closing the interview and rating the candidate.
The Interview Script provides ample space for an interviewer’s notes. These notes document the interview.
Assessment Centre Design
WHAT’S IN AN INTERVIEW SCRIPT?
The Interview Script will contain:
Provides space for entering candidate’s name, interviewer’s name, the date and any other necessary information
Provides a checklist for preparing for the interview
Provides an outline for opening the interview
Outlines the process and the information that you need to share with all the candidates
Structured Behavioural Question Section
Contains questions which direct a candidate to discuss job-related behaviour around target competencies
Guidelines for Ending the Interview
Reminds the interviewer to close the interview in a friendly manner
BARRIERS TO EFFECTIVE INTERVIEWING
Lack of concentration:.
Stereotyping: prejudging behaviour on the basis of a similar previous experience.
‘Halo’/’horns’ effect: generalising across all competencies positively or negatively on the basis of one characteristic.
Primacy effect: an impression made at the beginning of the interview can overshadow conflicting information observed later.
Recency effect. The opposite of the above primacy effect.
Attribution theory. It is important that observers take account of situational factors affecting behaviour.
We do not like to have our own ideas, prejudices and point of view overturned. Nor do we like to have our opinions and judgement challenged. Consequently, when a candidate says something that clashes with what we think, believe and hold firm to, then we may unconsciously stop listening and plan a counter-attack in our own minds. Similarly a candidate might use a word that triggers an unjustifiably negative or positive reaction.
The most common mistake made in recording is to start to evaluate whilst we are interviewing.
So, when should you start your 11 Plus prep for 11 plus 2019 entry? How much 11 Plus practice does your child need?
Generally speaking, we advise no more than 12 months of tuition for the Eleven Plus. So, starting at the beginning of Year 5 is probably a good time. At the very latest January of year 5 for exams taking place in September of year 6.