4

Group Discussions

4.1 Introduction

One of the most significant changes you will experience when you move from college to a job is the interdependence you will have with the others in your team. You will begin to realize that your results and ensuing success on the job hinge heavily on this interdependence—more so than on your individual performance or luck, for that matter. We will see more of this interdependence in the chapters on communication and teamwork.

Because interdependence is an important part of the job environment, your potential employer would certainly want to evaluate your interdependence quotient. especially because your grades are absolutely not a yardstick for this. In this regard, Group Discussions (or GDs, as they are commonly called) are used to get a sense of your being able to communicate and work in teams and add value. In this chapter, we will take a detailed look at GDs. In Section 4.2, we will see the process of GDs. The common types of topics used in GDs are discussed in Section 4.3. In Section 4.4, we will enumerate some of the essential traits you need to possess when you work in groups and how these get tested in GDs. We will give you a list of Dos and Don’ts in Section 4. 5. The chapter concludes with a summary in Section 4.6.

4.2 Process Followed in a Group Discussion

GDs are a common filter used during the selection of candidates for a job. Typically, a written test is followed by a GD. About 10–15 candidates are assigned to a group, and they are given a topic for discussion. In about 30 minutes, the candidates are expected to collaboratively discuss the various aspects of the topic. Sometimes, they may be expected to come to a consensus and conclusion, or they may be expected to recommend a solution. Sometimes, the discussion may just end with no requirements for conclusion or any action plan.

A number of candidates are evaluated together during GDs, and hence, they are an easier way to filter out candidates than personal interviews. GDs also offer the following benefits:

In addition to evaluating a candidate’s capability to work in teams, this instrument of evaluation is very useful because

• It enables evaluating (and filtering) multiple candidates at the same time.
• Take less time than most other evaluation media—there are no complex and lengthy test papers to grade
• It goes beyond the ‘syllabus’ and rote learning and what typical academic grades tend to measure

GDs typically take place in a conference room or a classroom where the seating arrangement is in the form of a round table. This allows the participant to see each other. There are one or two evaluators from the recruiting company who act as observers and note down the extent and nature of participation by each of the candidates. The evaluators generally do not participate in the discussions unless it becomes necessary to intervene.

Fig. 4.1 Group discussion

The group is given a topic to discuss and deliberate and, if necessary, come to conclusions and recommendations. The various types of topics used in GDs and examples of these are given in the next section.

Once a topic is given, the observers may also give you some rules of the game. For example, each of the participants may be asked to speak about the topic for about a minute before going into discussion mode. Alternatively, they may be asked to go into discussion mode right away and the observer may stop any speaker who takes an unduly long air time. As a third alternative, the observers may simply be that—observing without interrupting until the very end of the GD. The participants may create their own rules of the game or proceed with no set rules. Regardless of which mode is followed, it is important that you get a clear understanding of the norms (if any) and abide by them.

Towards the end of the allotted time, the observers may ask for a summary or parting thoughts from some or all the participants.

You will not know the topic of a GD ahead of time, and so, you have to be prepared for just about anything. You need to be aware of current trending topics. You should be able to take a position and convincingly argue about it—even if the position is not what you may believe in! For someone who is used to syllabi and predictable questions (thanks to the previous years’ question paper banks!), this could be a bolt from the blue.

4.3 Common Topic Types for GDs

The topics given for GDs typically fall into one of four types, as depicted in Figure 4.2. Let us now go into details of these.

Fig. 4.2 Types of topics for GDs

The first type is what can be called what is ‘trending’ or of current interest. It can include the current political setting, sports or environment, to name a few. Then, there could be a host of topics that gauge your general knowledge. Sometimes, the topics can be controversial, forcing you to take a stand and justify it. Sometimes, for MBA students, you may be given a case study and asked to come up with recommendations or solutions as a group consensus. In Table 4.1, we list a few examples of each of these types along with some of the specific attributes that are looked for in candidates for each of the types of topics. These attributes are over and above the general attributes or skills listed in the next section.

Table 4.1: Topics in GD and what they test

4.4 Skills Tested During a GD

This section discusses the skills that are tested during a GD and their relevance in a team context. It also explains how these skills are assessed.

The first attribute required to be a successful team player is confidence. This is demonstrated by appropriate and reassuring body language, eye contact and general demeanor. All the points mentioned in Chapter 12, Body Language, apply here. Make sure you have a positive posture, and maintain eye contact when you speak or respond. While all the points mentioned in this section are important, we chose to start with body language because it is the most visible and powerful.

The next attribute is effective communication. Included in this are listening skills (which include active listening, as will be discussed in Chapter 13) and the ability to quickly grasp what is said by others and respond meaningfully. This also includes spoken communication skills and articulation, verbal skills and clarity of thought.

A by-product of confidence and good communication is a demonstration of conviction. This is ascertained by observing a balance of assertiveness and patience, knowing when and how to interrupt. Your conviction is gauged by your ability to maintain composure even when confronted with arguments contrary to your own beliefs. So, it is important that you tackle arguments and counter with poise and professionalism, without giving up your own position and rights.

The final attribute essential for team work and measured by GDs is leadership skills. This requires an uncanny ability to coordinate, steer the discussion in meaningful directions, solicit views from everyone and build consensus. It includes the ability to initiate, mediate and summarize a discussion. This requires flexibility and the ability to think on your feet and respond to unexpected comments or views.

4.5 Dos and Don’ts in a GD

DOs

• Be aware of current topics: It is quite likely that the group discussion will be about topics that are of current and general interest. An essential prerequisite to being successful in GD is to have a wide, deep and keen awareness of trending topics, burning issues and, of course, the old-fashioned general knowledge. Do not forget your morning newspaper, television news and online resources (but take all their views with a pinch of salt and apply your discretion). Feel free to quote something like ‘In yesterday’s Economic Times, it was stated…’. It demonstrates that you are well read!
• Have a good posture and positive body language: Your posture should demonstrate enthusiasm, energy and sincerity. Lean slightly forward in your chair. Have your eyes wide open. Keep giving visual feedback by nodding or twitching your eyebrows. Refer to Chapter 12 for more information on body language.
• Try to initiate: When a GD topic is given and the ball is set in motion, taking the initiative and being the first to speak has several benefits. First, it demonstrates drive and leadership. Second, you can speak without having any fear of repeating what someone has already said. Third, you almost set the agenda for the rest of the discussion. If you do initiate the discussion, make sure you mention two to three salient points and throw the floor open.
• Grab and use your opportunity: You need to grab any opportunity to speak by the horns. There will always be airtime hoggers in a GD. You should not let them steal your time. First, politely interrupt. If you still do not get your rightful chance, do not hesitate to assert yourself and grab the centre stage.
• Use a couple of spells: Do not tell all you have to tell in one scoop. Say a part of it, and reserve some more for a second spell. This can dispel any perception that you do not have much to say; it will also not make it look like you are using up more than your fair share of airtime. Make sure, however, that you do not have too many spells. This will give an impression of impatience and of someone who interrupts often and has poor listening skills.
• Actively listen to the other participants: In GDs, they look for not only speaking skills but also listening skills. As we will discuss in Chapter 13, listening is a whole-body process. You should demonstrate active listening—appropriate body language and visual cues. One thing that is different in the GD setting is that you do not have to paraphrase what the other person said. That will look like repetition. You may instead say something like, ‘You said that… but there is a catch to it…’, and so on.
• Maintain calm and composure: A GD is not a place for frayed tempers. Angry outbursts do not augur well for a good team player. Even when one of the participants throws a viewpoint on which you have strong opinions or even stoops to make a personal remark, do not let it upset your composure or tempt you to ‘give one back’.
• Maintain balance: Participating in a GD entails a delicate balancing act. There are extreme ends of the spectrum, and you need to be a good tightrope walker to avoid these extremes. Too much silence is not good, nor are you supposed to be a nonstop talker. You need to be assertive to make sure that you get a chance to make your point, but you should not be aggressive.

DON’Ts

• Be a silent spectator: In a GD, silence is certainly not a virtue; it is for sure a liability. Completely silent is construed as the sign of someone who is very passive and does not possess any drive. In a job, you will have to assert yourself on important occasions, and your silence during a GD will send the signal that you cannot stand up and be assertive when needed.
• Hesitate to politely interrupt to get your turn: Do not try to be ‘the nice guy’ and not interrupt someone who is not giving you a chance at all. To start with, put your hands up. If that does not work, interrupt with an ‘I have a point to add’. If that also fails, you may have to resort to interrupting the speaker (especially if that person is not letting go), by saying something like, ‘You have had your turn. I will appreciate if you give others their due chance’.
• Repeat what was said earlier by someone: You are not a celebrity to endorse someone else’s views. Never repeat what someone else said during a GD. This will be viewed as not being original.
• Steal all the airtime: In a job, you will be working with teams; and as you move higher up in your career, giving others an equitable chance to air their views would become an essential trait for success. So, when you grab your turn, take no more than a couple of minutes
• Carelessly use up your airtime: When you get your chance to air your views, do not blow it by having a case of locked jaw or losing your chain of thought. If you are unable to think on your feet and quickly compose and articulate your opinions, you will be perceived as ineffective and terribly confused. Have several ‘mock’ GD sessions with your friends to become more expressive and fluent.
• Use any bad body language: If your posture is not good, if you lean on the table or appear fidgety or if you make dramatic gestures like pounding on the table, be rest assured that you will be graded poorly. Appear cool and poised with a hint of a confident smile; but do not come across as too casual or lazy.

4.6 In Summary

A GD is your first exposure to developing and demonstrating team skills. While résumés and written tests are means to filter out unsuitable candidates, GDs offer you, possibly, the first opportunity to create a positive image of yourself in the eyes of the recruiter. Capitalize on it. Make the best use of the aids of communication—body language, vocal variety and listening. When you do well in a GD and get selected for the interview stage, chances are that the interviewer will have some feedback about your GD performance (he himself might have been an observer). Such insights will only further your chances in the interview. This takes us to the next chapter on interviews.