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<?xml version="1.0" encoding="UTF-8"?><rss version="2.0" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:sy="http://purl.org/rss/1.0/modules/syndication/" > <channel> <title>RSS Job Interview</title> <link>http://www.floydfairnessfund.org/</link> <description>Job Interview</description> <lastBuildDate>Mon, 05 May 2025 16:48:12 +0100</lastBuildDate> <language>en</language> <sy:updatePeriod>daily</sy:updatePeriod> <sy:updateFrequency>1</sy:updateFrequency> <item> <title>Junior Business Analyst Interview questions</title> <description>Unfortunately, this scenario is all too common. It used to frustrate me because where I really wanted the role and felt I did a great job winning the interview, the roles went to more junior and less capable resources. In ...</description> <content:encoded><![CDATA[<img src="/img/roles_of_the_business_analyst_modern.jpg" alt="(Click image to see larger" align="left" /><p>Unfortunately, this scenario is all too common. It used to frustrate me because where I really wanted the role and felt I did a great job winning the interview, the roles went to more junior and less capable resources. In consulting as a manager placing other analysts, I faced trying to educate the clients about why the analysts I sent them to interview were the right choices. If you want to know find out if they know any buzz-words (flavour-of-the-week technologies and methodologies), ask them what they think of them and to describe the pros and cons, not if they’ve ever used them. Rookie/ Non-BA Interviewer Mistake # 3: Interviewing Inappropriate Calibre for the Role I have to tell you that one of my biggest beefs is fielding calls and emails from recruiters asking me to apply for their roles. Most commonly they are looking for junior, intermediate and senior business analysts to work in a non-team lead capacity. The fact is, I rarely do these roles anymore and my resume screams that fact. So why are they calling me? Quite simply, because they don’t know what they are looking for and one analyst is as good as another. Unfortunately, this forces analysts to compete on price, and with the down-turn in the economy, this has not been pretty. How much are you willing to pay for quality? Are you willing to bet 70 to 80% of your project budget, that you’re making this mistake? To put it into perspective, would you scan the resume section of Dice.com or Craig’s List to find a chef if what you really want is someone to cook hotdogs in a vendor cart down-town? Ummm…. My guess is no way! First of all, they’d hang up on you for even asking. Once they get through laughing with their friends about how you made their day, they’re going to pull or dramatically change their resume. Now, you and I know that you can’t possibly ask a chef to be a hotdog vendor anymore than you can go to a Mercedes dealership expecting to spend $5, 000 on a new car (unless that’s a monthly or bi-weekly payment!), so why is it so hard to figure out that if a Business Analyst has more than three projects and years of experience they are more intermediate to senior and might be looking to advance their career instead of staying where they are? You need to ensure that you select the right calibre for the role and quality you expect. Let’s face it you invest in quality and opting for lesser qualified resources without also opting for a senior lead is nuts. Bad Interviewer Mistake # 1: Showing Intimidation When you interview someone and it’s clear they have a lot of knowledge in an area, even if it’s an area you share with them, it can be intimidating. The last thing you want to do is show it. It’s bound to happen that at some point in your interviewing career, you are going to interview others that are more senior than you are. Get over it! Don’t gush in the interview. Don’t suck up to them. Be professional and ask them the same style and line of questions that are appropriate for their calibre. Ask for more details and examples, even if you don’t know what they are saying and have little way of validating their responses. Look at it this way, by asking for more and more details and clarity to their responses they are one of two things: genuine or really great liars. Since, in reality, really great liars are hard to come by, when you ask for more details and ask the same question in different ways, you will quickly know the difference. Bad Interviewer Mistake # 2: Being Intimidating Another common mistake I’ve seen interviewers make is trying to intimidate and challenge the person they are interviewing. If you go into an interview with the attitude that you’re going to catch them in a lie, or they’re not as great as they seem on paper, my best advice is to either sit it out and have someone else do the interview or just cancel it altogether. There is just no excuse for being a bully in an interview. A couple of years ago, I met with a prospective client whose President only sat and made eye contact with me for about two minutes of the interview. As he paced around the room looking out the windows, he proceeded to tell me that he had hired MBA and PHD grads from Harvard and Oxford to come and work as Business Analysts. He blurted out that they had failed. He demanded that I tell him why. Now, I know his real question (snarky tone and all) was what makes you think you’ll succeed when they failed, but that’s not the question he asked. I told him that I couldn’t possibly tell him why without more details. I needed to know more about the individuals and work they had been assigned, as well as the processes utilized and the environment in which they worked, and the support (or lack thereof) that they received from management. I didn’t tell him, I was starting to get a pretty good idea (some things you just keep to yourself), but when asked by the recruiter immediately following if I would take the role if offered and I flatly said “No way!” First, I don’t bother working for such blatant bullies anymore because I know you’ll never be able to please them and succeed. Second, who needs the headache of trying to appease the ego of megalomaniacs over the needs of the business? I’m a business analyst and the needs of the business come first. That means I’m going to tell you things you may or may not agree with, or tell you how to do it better. That’s my job. The long and short of it is this, before you ever get into an interview with a business analyst, know the calibre of the person you are going to interview. Read up on business analysis techniques and deliverables and write down some basic questions using the guidelines below. Calibre-Centric Questions: Junior When interviewing a junior business analyst, you are looking for potential more than experience. That means you are looking more for personal characteristics and academic knowledge than detailed stories and explanations of where they have applied the knowledge. The types of questions you want to ask are about the basic elements of the technologies, deliverables and techniques. You want them to be able to tell you the elements, as well as why the deliverable is important to a project (why they are created). They may not have examples of how they have used them and challenges that they have faced, so they need to know how and why you do them. Intermediate When interviewing an intermediate business analyst, you need to start blending your questions to include personal characteristics, academic knowledge and also experience. Remember though that you are considered to intermediate at the three to five years of experience mark, and that doesn’t necessarily correlate to specific levels of experience or even exposure to all deliverables, techniques and tools. You could have worked for three years on a single project and never performed a particular task or created a particular deliverable.</p>]]></content:encoded> <category><![CDATA[Analyst]]></category> <link>http://www.floydfairnessfund.org/Analyst/junior-business-analyst-interview-questions</link> <guid isPermaLink="true">http://www.floydfairnessfund.org/Analyst/junior-business-analyst-interview-questions</guid> <pubDate>Mon, 05 May 2025 14:48:00 +0000</pubDate> </item> <item> <title>Aptitude Logical Reasoning</title> <description>If you need to complete online reasoning tests as a part of selection process and you would like to undertake some practice beforehand then you came to the right page. Below we provide you with free aptitude practice tests that ...</description> <content:encoded><![CDATA[<img src="/img/what_is_the_correct_answer_for.jpg" alt="What is the correct answer for" align="left" /><p>If you need to complete online reasoning tests as a part of selection process and you would like to undertake some practice beforehand then you came to the right page. Below we provide you with free aptitude practice tests that mimic the latest tests used by major graduate employers. All of the tests are timed and once you finish you will be provided with test report of your score. You may return to correct, incorrect or unanswered questions and review full explanations. Numerical Reasoning Tests If you have been asked to sit numerical test and don’t know what to expect then complete two of our free numerical practice tests to have a rough idea of the format, difficulty level or competencies required in such assessments. Usually, quantitative measures assess innate ability to work with numbers to infer conclusions from large set of data presented in diagrams, tables, charts or graphs. They evaluate reasoning ability to formulate and solve numerical problems by translating facts into mathematical terms. It is not uncommon to use such exercises in employee selection to filter out candidates who don’t poses required skills which are often sought by major graduate employers. To feel more in control or relaxed about such examinations sign up for numerical aptitude pack to become more familiar with format, difficulty level or skills you will needs to develop to succeed. Additionally to help with initial stage of preparation we have designed comprehensive numeracy guide that covers wide range of topics incorporated into numerical assessments including percentages, ratios, proportions or currency conversions. It will give you great advice with practical examples on how to solve questions in quantitative assessments. Verbal Reasoning Tests GraduateWings offers free verbal reasoning aptitude test that can be accessed via the above link. It evaluates required competencies to make informative judgements from arguments presented in variety of different forms whereas at the same time assesses your inherent ability to think or argue in logical manner. Often exercises used to evaluate these abilities are frequently used by major graduate employers to get accurate picture of the extent to which their applicants accurately manipulate written information. To boost skills, aptitude and understanding of these areas sign up for 18 verbal reasoning practice tests that mimic the latest selection assessments used by employers. These practice exercises come in the form of short passages followed by statements which have to be evaluated with three multiple choices - true, false, can’t tell. Inductive Aptitude Tests Inductive psychometric measurements form subgroup of logical reasoning which come in the form of sequence series containing visual images of different types of shapes, symbols, patterns or grids. The task in these measures is to find connections or relationship between images to define what will follow next. Finding connection or relationship is all about spotting patterns as how images are linked together. Try free ability tests to gain basic understanding of skills and capabilities required and see what to expect in such assessment. Logical Tests These are standardised assessments used by employers or educational institutions alike to assess individual thinking and learning skills. The level of score in such assessments indicates how quickly one can learn new things or how well an individual can apply his or her aptitude to solve problems across wide range of areas. Usually, logical or non-verbal tests ask you to solve problems related to visual patterns, sequences and their relationships.</p>]]></content:encoded> <category><![CDATA[Logical Reasoning]]></category> <link>http://www.floydfairnessfund.org/LogicalReasoning/aptitude-logical-reasoning</link> <guid isPermaLink="true">http://www.floydfairnessfund.org/LogicalReasoning/aptitude-logical-reasoning</guid> <pubDate>Sat, 26 Apr 2025 14:46:00 +0000</pubDate> </item> <item> <title>Assistant Manager interview questions and Answers</title> <description>Flushing Bank representatives Rhonda Pierson-Delorenzo, vice president and branch manager; Stephanie Plotkin, vice president and senior human resources generalist; and Jean Stuart, assistant secretary and senior recruiter ...</description> <content:encoded><![CDATA[<img src="/img/flushing_bank_mentors_uniondale_high_school.jpg" alt="Flushing Bank mentors Uniondale High School Ladder to Leadership members about perfecting your resume and interviews skills" align="left" /><p>Wise Bread Picks Let's face it; no one likes the interview process. Well, certainly not the people being interviewed anyway. You have to be on your best behavior, you only get one chance to get it right, and it's like taking your driving test all over again. Over the years I've been to countless interviews. To get my first job out of college I attended some 15-20 interviews a week. Whether it was in Britain or over here in the States, the questions never really seemed to change from job to job. Not only that, but the answers to them are usually the same, with your own personal interpretation of course. Here I present 23 questions you're likely to be asked, and how I have learned to answer them. Why 23? Because I had more than 20 and less than 25. Remember, being interviewed is a skill, and if you do the preparation you should ace it every time. (See also: 12 Unique Ways to Score a Job Interview) 1. So, tell me a little about yourself. I'd be very surprised if you haven't been asked this one at every interview. It's probably the most asked question because it sets the stage for the interview and it gets you talking. Be careful not to give the interviewer your life story here. You don't need to explain everything from birth to present day. Relevant facts about education, your career and your current life situation are fine. 2. Why are you looking (or why did you leave you last job)? This should be a straightforward question to answer, but it can trip you up. Presumably you are looking for a new job (or any job) because you want to advance your career and get a position that allows you to grow as a person and an employee. It's not a good idea to mention money here, it can make you sound mercenary. And if you are in the unfortunate situation of having been downsized, stay positive and be as brief as possible about it. If you were fired, you'll need a good explanation. But once again, stay positive. 3. Tell me what you know about this company. Do your homework before you go to any interview. Whether it's being the VP of marketing or the mailroom clerk, you should know about the company or business you're going to work for. Has this company been in the news lately? Who are the people in the company you should know about? Do the background work, it will make you stand out as someone who comes prepared, and is genuinely interested in the company and the job. 4. Why do you want to work at X Company? This should be directly related to the last question. Any research you've done on the company should have led you to the conclusion that you'd want to work there. After all, you're at the interview, right? Put some thought into this answer before you have your interview, mention your career goals and highlight forward-thinking goals and career plans. 5. What relevant experience do you have? Hopefully if you're applying for this position you have bags of related experience, and if that's the case you should mention it all. But if you're switching careers or trying something a little different, your experience may initially not look like it's matching up. That's when you need a little honest creativity to match the experiences required with the ones you have. People skills are people skills after all, you just need to show how customer service skills can apply to internal management positions, and so on.</p>]]></content:encoded> <category><![CDATA[Manager]]></category> <link>http://www.floydfairnessfund.org/Manager/assistant-manager-interview-questions-and-answers</link> <guid isPermaLink="true">http://www.floydfairnessfund.org/Manager/assistant-manager-interview-questions-and-answers</guid> <pubDate>Thu, 17 Apr 2025 14:43:00 +0000</pubDate> </item> <item> <title>Aptitude tests Wiki</title> <description>The Aptitude Test is a yearly assessment taken by every 16 year old. Choosing The next day at the Choosing Ceremony, test-takers must choose which faction they will enter into. They can either leave their family and choose an ...</description> <content:encoded><![CDATA[<img src="/img/generalized_occupational_aptitude_test_fallout_wiki.jpg" alt="Occupational Aptitude Test" align="left" /><p>The Aptitude Test is a yearly assessment taken by every 16 year old. Choosing The next day at the Choosing Ceremony, test-takers must choose which faction they will enter into. They can either leave their family and choose an entirely new faction or they can stay with them. Their Aptitude Test result is usually taken into account by the takers, but the final decision is left up to them. Test The tests are administered every year to children reaching the age of sixteen which is considered adulthood in . The test cannot be administered by a member of the teenager's own faction, so the volunteer test evaluators usually consist of eight Abnegation, who test the non-Abnegation teenagers, with two evaluators from the other four factions to test the two Abnegation-born ones, since ten tests are taken simultaneously. One non-Abnegation test evaluator is Tori, who is Dauntless and performs Tris' test. before the test Rooms The rooms where the tests are taken, used specifically only for the administration of the aptitude tests, have mirrored walls and are very bright-lit. In the center of the room is a chair that looks like a dentist's chair. Test-takers are instructed to sit there and electrodes are attached to their head. Then they are given a serum to drink, to connect them to a simulation program. This simulation helps decide what faction they should choose. Some test results are inconclusive, like Beatrice Prior, resulting in Divergence. Simulation In the simulation, Jeanine's voice is used, as she is the designer of the serum. When asked to choose between the knife and the cheese, the Dauntless choose the knife, while the Amity choose the cheese. Beatrice In Beatrice Prior's case she refuses to choose either and submits to the dog that occurs, an Erudite response, and when a child appears and the dog runs at her, Beatrice throws herself at the dog - a Dauntless and Abnegation response. Another simulation scenario includes one on a bus where a burnt (scarred) man reading a newspaper asks you if you know the man feature on the front page, the one responsible for his problem. Taker The taker is meant to feel like he/she knows the culprit but will also have a horrible feeling that if you say you do, something bad will happen. The Candor always tell the truth. When you insist upon lying, this elaborates and the man will further persuade you, saying that it will help him, showing the taker his true face. Abnegation The way the simulations work is that in the given scenarios, each stage should eliminate at least one or more of the factions, ultimately eliminating at least four factions and leaving out one as the result. The result is entered into a system which is only accessible by a select few people. The teenagers are not supposed to discuss their test results, at least until after the choosing ceremony the following day. However, it is expected that they take the results into account when choosing their faction but this is not enforced as they can still choose any faction, regardless of their test result. Whilst most teens are not told what exactly the test involves beforehand, it is possible to purposefully get a specific result, regardless of which faction one might naturally fit into. An example is Tobias, who was coached by his father to give certain responses in the test in order to get an Abnegation result, it is unknown what result Tobias would have recieved if he had not followed this coaching. If the test in inconclusive, resulting in the elimination of only three or less factions, the taker is either a Divergent or knows what to do in order to appear as one. In Tris' case, only two were eliminated, with the other three being inconclusive as well because of her contradicting decisions and her refusal to make a choice in the beginning, ending up with an equal aptitude for Erudite, Abnegation and Dauntless, which was officially entered into the system as Abnegation for her safety. This is said to be a very rare number, even for a Divergent. Most Divergent have three of the five factions eliminated during their aptitude test, and only have aptitude for two factions. The results that the teenagers could have 126 messages Omg! I am divergent. The same faccions of Tris. Abnegation, Dauntless, Erudite. I got these ones, 1 being the highest. I'm a Divergent 1. Amity 2. Abnegation 3. Candor 4. Dauntless 5. Erudite This describes...</p>]]></content:encoded> <category><![CDATA[Hr Policy]]></category> <link>http://www.floydfairnessfund.org/HrPolicy/aptitude-tests-wiki</link> <guid isPermaLink="true">http://www.floydfairnessfund.org/HrPolicy/aptitude-tests-wiki</guid> <pubDate>Tue, 08 Apr 2025 14:43:00 +0000</pubDate> </item> <item> <title>Behavioral Tests</title> <description>Please read this statement from Victoria Stillwell on after leaked videos from the assessments filmed by the council and not available to the public were leaked onto a facebook page in order to justify the Judges decision. It has ...</description> <content:encoded><![CDATA[<img src="/img/the_truth_about_lennox.jpg" alt="The Truth about Lennox!" align="left" /><p>The primary goal of the Human Connectome Project is to understand the typical patterns of structural and functional connectivity in the healthy adult human brain. However, as we attempt to define "typical, " we know that there are important individual differences in such patterns of connectivity even among persons with no diagnosable neurological or psychiatric disorders. One clue as to the importance of these individual differences may lie in their relationship to behavior. Why is behavioral testing useful? There is increasing evidence that these individual differences in brain connectivity are associated with variability in important cognitive and behavioral functions that constrain real world function. For example, higher IQ among healthy adults is associated with more effective and more efficient connectivity in the human brain. As another example, developmental research suggests that maturation of functional and structural networks in the human brain contributes to improvements in cognitive and emotional function as children grow older. Thus, measuring behavior while also mapping these structural and functional networks in our participants provides an important set of data that can be used to help understand variations in "typical" brain function. How will we use the behavioral data? The data collected on healthy adults in the HCP will provide an invaluable starting point for future studies that examine how variation in human structural and functional connectivity play a role in both adult and child neurological and psychiatric disorders. These disorders represent an enormous public health burden and a huge economic cost (e.g., estimated $320 billion annually in the U.S.). An extensive empirical literature demonstrates impairments in both structural and functional connectivity in psychiatric disorders such as autism, schizophrenia, bipolar disorder, and addiction; neurological disorders such as Tourette syndrome and multiple sclerosis; and the cognitive consequences of prematurity. The data collected in the HCP will allow us to understand how variation in human brain connectivity relates to variation in behavior, memory, thinking and emotion. In turn, this will provide clues as to how impairments in brain connectivity contribute to the cognitive, emotional and behavioral symptoms that define these psychiatric and neurological illnesses. How will we measure behavior? To better understand the relationship between brain connectivity and behavior, we will use a reliable and well-validated battery of measures that assess a wide range of human functions. The core of our battery is comprised of the tools and methods developed by the NIH Toolbox for Assessment of Neurological and Behavioral function. This Toolbox, funded by the NIH Blueprint, provides an efficient and comprehensive battery of assessment tools for projects such as the Human Connectome Project. The NIH Toolbox includes measures of cognitive, emotional, motor and sensory processes in healthy individuals. These measures were selected using a consensus building process, and were developed and validated using state-of-the-art assessment methodologies, including item response theory (IRT) and Computer Adaptive Testing (CAT). For the HCP, we are adding measures of five important areas not fully covered by the Toolbox: Additional measures of visual processing; Personality and adaptive function; Delay discounting (as a measure of self-regulation and neuroeconomic decision making); Fluid intelligence (as a measure of higher order relational reasoning); and Behavioral measures of emotion processing.</p>]]></content:encoded> <category><![CDATA[Behavioral]]></category> <link>http://www.floydfairnessfund.org/Behavioral/behavioral-tests</link> <guid isPermaLink="true">http://www.floydfairnessfund.org/Behavioral/behavioral-tests</guid> <pubDate>Sun, 30 Mar 2025 14:37:00 +0000</pubDate> </item> <item> <title>Cisco Network Engineer Interview questions</title> <description>Are you looking for job as a network engineer/network administrator? Or are you thinking to leave your current position for a new job as a network engineer/administrator with a new company in a routed LAN/WAN environment? If you ...</description> <content:encoded><![CDATA[<img src="/img/multiple_choice_questions_and_answers_pdf.jpg" alt="Multiple Choice Questions and" align="left" /><p>Are you looking for job as a network engineer/network administrator? Or are you thinking to leave your current position for a new job as a network engineer/administrator with a new company in a routed LAN/WAN environment? If you answered yes to either of those questions, then this article is for you and any of described technologies and questions may be asked of you during the interview! Network Engineer is a higher-level position, often with a “junior” or “senior” prefix. The major responsibility of a network engineer is to determine “how to implement technologies” in a routed LAN/WAN environment. They design and implement both the hardware and software technologies needed for a computer network. They have high-level technical skills in local area networks (LANs) or wide area networks (WANs). Network Administrator is responsible for the smooth, efficient, and secure operation of computer networks. In general, they configure and administer existing networks rather than designing networks from the beginning. They play a very challenging role in a routed LAN/WAN environment, including customization of the network as per the organization’s needs, such as adding software and hardware, performance monitoring, troubleshooting, logging errors, backing up and restoring data, assigning permissions to users, and helping users with network issues. Before facing any Interview for network engineer/administrator position, make sure that you have enough knowledge on below technologies. General network concepts: Data communication and transmission techniques Fundamentals of OSI and TCP/IP model Router’s basic operations (startup, NVRAM, flash/IOS backup and recovery) IP addressing and summarization: IP address classes Classful and classless IP addresses IP subnetting Understating wild card masks CIDR, FLSM, VLSM IPv6 fundamentals Routing: RIP Difference between RIPv1, RIPv2 and RIPng Passive Interface RIP Timers RIP AD and Multicast Address Split Horizon and Route Poisoning EIGRP Auto and Manual Summarization Neighborship Conditions Split Horizon Authentication EIGRP Stub Routing and Stuck in Active Equal and Unequal Load Balancing EIGRP ADs and Multicast Address OSPF OSPF Area Types OSPF Neighborship Conditions Concepts of ABR and ASBR Router DR/BDR Fundamentals and Election OSPF Times and Authentications OSPF Summarizations (Inter-Area, External, and Default Info Originate) OSPF AD and Multicast Addresses OSPF Network and LSA Types BGP BGP Fundamentals – Why and When to Use BGP? BGP States and Message Types BGP Neighborship Conditions iBGP and eBGP BGP Summarization Use of Update Source, eBGP-Multi-Hop, Next-Hop-Self Commands BGP Path Attributes BGP Synchronization and Split-Horizon Rule BGP Address Families BGP Communities MPLS MPLS Fundamentals – IP CEF, LIB, LFIB LDP and TDP P, PE and CE Routers PUSH, POP, SWAP Functions PHP – Penultimate Hop Popping BGP – VPN MPLS over ATM /Frame Relay QoS QoS Models and Tools Difference between L2 and L3 Queues Characteristics of CoS, ToS, IPP, DSCP AF and EF Class Maps and Policy Maps Route Filtering Access-List Fundamentals Route-Maps Prefix-Lists Distribute-Lists Filter-Lists IP Services and Network Securities First-Hop Redundancy Protocols (HSRP, VRRP, GLBP) Network Address Translation (Static, Dynamic, PAT) Network Time Protocols, Syslog Server, SNMP Basics of VPNs (IPsec, Site to Site, DMVPN, Remote VPN) IP Multicast Routing (IGMP, PIM SM/DM, MSDP) Policy-Based Routing IP SLA My Best Questions for an Interview of Network Engineer/Network Administrator: All of the questions below are very common and must be prepared for before facing any interview for the data-WAN environment. 1. What is a router? Or define the basic requirements of a router? Answer: A router is a layer 3 network device used to establish communication between different networks. Basic roles performed by a router are: Inter-network communication Best path selection Packet forwarding Packet filtering 2. What is the use of routing? or Why we use routing? Answer: By default, a router provides inter-network communication only for directly connected networks. To establish communication between indirectly connected networks, we require ROUTING. We can use static or dynamic (IGP or EGP) routing, according to topology requirement.</p>]]></content:encoded> <category><![CDATA[Engineer]]></category> <link>http://www.floydfairnessfund.org/Engineer/cisco-network-engineer-interview-questions</link> <guid isPermaLink="true">http://www.floydfairnessfund.org/Engineer/cisco-network-engineer-interview-questions</guid> <pubDate>Fri, 21 Mar 2025 15:32:00 +0000</pubDate> </item> <item> <title>Most Common interview questions</title> <description>There are some questions you're going to hear consistently in interviews—here's how to answer them. Every interview has a unique focus, but some questions are asked so often, it makes sense to do all you can to prepare for ...</description> <content:encoded><![CDATA[<img src="/img/the_15_most_common_interview_questions.jpg" alt="Interview" align="left" /><p>There are some questions you're going to hear consistently in interviews—here's how to answer them. Every interview has a unique focus, but some questions are asked so often, it makes sense to do all you can to prepare for them. In order to be successful, you need a strategy—not scripted answers. Your goal should be to emphasize the experiences in your background that best fit what each interviewer is looking for. In this series, we'll look at some common interview questions and what you should consider when formulating your responses. Work through each potential question, creating your own responses, and you will be in great shape for your next interview. It helps to write out potential answers. Even better: Practice aloud with someone. Intent: Such an innocent-sounding question, but it is a bit of a trap. The interviewer wants to see how you present yourself, but this is not an offer to recite your resume. Context: This question, which when asked always occurs at the beginning of the interview, is a predictable opportunity to craft an engaging, intriguing executive summary of who you are professionally and why you are there. While there is no hard-and-fast rule as to how long it should be, let's say it should last up to a minute. If you are given this opportunity, turn it to your advantage to establish momentum. Response: The stronger the connection you can make between your background, knowledge and interests, and the job at hand, the more compelling you will be as a candidate. If there is something notable about your personal life that adds to your candidacy or helps explain your career trajectory, add it. Otherwise, leave personal details out at this stage unless invited to do so. Intent: This is a fairly open-ended question. At a basic level, the interviewer is interested in hearing how you both understand and articulate how you work. However, there may be a requirement for someone highly organized, or the team may have a specific way of working, and the interviewer wants to see if you fit. Context: You may not have thought about this too carefully before. How do you best operate? What's the optimum work situation for you? There are two sides to this: How you work and in what kinds of work environments you work best. Are you highly structured? Do you focus on one thing and get it done, or move multiple projects forward concurrently? On the environment side, do you do best in fairly structured workplaces, or do you thrive in chaos? Response: Like any other interview answer, being specific and backing up your answer with a brief example works best. You could use the past week as an illustrative example. Intent: Fair question. Why are you? The interviewer knows you are looking for a new opportunity, and at a basic level, a job. Why else? A candidate with good reasons is going to be more interesting. Context: This is not about telling them what they want to hear. Your reasons could involve opportunity, career fit, cultural fit, interest in their business, personal value proposition fit and your ability to be successful in the job. It's also a great opportunity to illustrate the research you've done on the company. Response: You want to present your reason as a benefit to the employer. If it is the first interview, you might not have all the answers or will have not made up your mind yet. In this case, use a statement like, "From what I have seen so far." QUESTION:Tell me about your proudest achievement. Intent: This question, often worded as "significant accomplishment, " ranks among the most predictable and important things you'll be asked. Interviewers want to hear how you tackled something big. It is vital you give them an organized, articulate story. Context: This is a behavioral question—meaning you're being asked to talk about a specific example from your professional history. Pick an example or story about how you handled a major project that is both significant to you and rich in detail. Response: Set up the story by providing context. Recount the situation and your role in it. Next, discuss what you did, including any analysis or problem solving, any process you set up and obstacles you had to overcome. Finally, reveal the outcome and what made you proud. QUESTION: Give me an example of a time when you had to think out of the box. Intent: This is code for asking about your innovativeness, creativity and initiative. Interviewers want to learn about not only a specific creative idea but also how you came up with it and, more importantly, what you did with that insight. Context: This is another behavioral question, and the example you select is critical. It should be relevant to the job you're interviewing for, and your impact in the story should be significant. Response: Tell interviewers how you came up with a creative solution to a customer problem, improved an internal process or made a sale via an innovative strategy. QUESTION: What negative thing would your last boss say about you? Intent: This is another way of asking about your weaknesses. Context: A good approach is to discuss weaknesses you can develop into strengths. However, do not say you work too hard or are a perfectionist. These answers are tired and transparent. Come up with something visible to a past boss that was perhaps mentioned in your performance reviews as a developmental area. Response: "I don't think she would have called it negative, but she identified that I needed to work on being more dynamic in my presentation skills. I have sought out practice opportunities and joined Toastmasters. I have seen some real improvement." QUESTION: What can you do for us that other candidates can't? Intent: Some interview questions are more important than others. This is one of them. It's another way of asking, "Why should we hire you?" Context: There are two nuances to this question. The first is asking you to compare yourself to other candidates—usually a difficult if not impossible task. More importantly, the interviewer is asking you to articulate why you are special. Your response should sum up your main selling points, related specifically to the job requirements.</p>]]></content:encoded> <category><![CDATA[Interview Questions]]></category> <link>http://www.floydfairnessfund.org/InterviewQuestions/most-common-interview-questions</link> <guid isPermaLink="true">http://www.floydfairnessfund.org/InterviewQuestions/most-common-interview-questions</guid> <pubDate>Wed, 12 Mar 2025 15:26:00 +0000</pubDate> </item> <item> <title>Business Numeracy</title> <description>Rapidly growing technological advances are making the need for numeracy skills more critical within the workplace. With greater numbers of workers engaging in more sophisticated tasks, numeracy is recognised as an essential ...</description> <content:encoded><![CDATA[<img src="/img/the_economist_numbers_guide.jpg" alt="Of Business Numeracy.pdf" align="left" /><p>Rapidly growing technological advances are making the need for numeracy skills more critical within the workplace. With greater numbers of workers engaging in more sophisticated tasks, numeracy is recognised as an essential employability skill. Also, it has been acknowledged as a potential employment equity issue, as adults with poor numeracy skills are more likely to have relatively low work positions with fewer promotion prospects and lower wages. Numeracy is the knowledge and skills required to effectively manage and respond to the mathematical demands of diverse situations.[1] It involves developing confidence and competence with logic and reasoning, and requires an understanding of how data are gathered and presented in diagrams, graphs, tables and charts.[2] While numeracy involves all dimensions of mathematics and is the type of skill needed to function in everyday life, it is more than just numbers. Innumeracy is considered the mathematical counterpart of illiteracy and is a socially based activity, as it requires the ability to integrate math and communication skills. It is intricately linked to language, as words are the tools for translating numerical code and giving it meaning.[3] In the workplace, it is the ability of the individual to manage a situation or solve a problem in a real-life context using mathematics. The consequences of innumeracy are not as visible or obvious as those of illiteracy, and appear more socially acceptable and tolerated. Innumeracy tends to affect people who are both intelligent and well-educated unlike illiteracy which mostly affects the uneducated. The cost of innumeracy to society in terms of bad decisions made on the basis of misunderstood math and misinterpreted risk is great. A 2005 study found that 42% of adult Canadians have literacy and numeracy skills below the level necessary to succeed in society and economy, exerting a negative influence on the overall GDP per capita. Higher levels of literacy and numeracy, on the other hand, can increase employment while cutting debt and dependence on welfare and public health services.[4] Statistics Canada estimates that a 1% increase in average literacy and numeracy skills would raise GDP per capita by 1.5%, and labour productivity by 2.5%.[5] A lack of employee literacy and numeracy skills is also of particular concern for businesses, costing employers $4 Bn per year and $10 Bn for the nation as a whole.[6] As a society, we inherently reward higher literacy. The assumption that better educated people have superior literacy and numeracy skills garners little disagreement. In fact, there is an expectation by employers that higher education graduates will possess high literacy and numeracy skills along with a high level of academic achievement. Those who are marginal to the labour market, however, such as the longer term unemployed, tend to have more significant problems in these areas. At each level of competency an average employee can expect to earn more than someone the next step down the ladder.[7] On the other hand, poor numeracy can reduce employment opportunities, affect career progress and equity and cause overdependence on experts and professionals.[8] Productivity is also affected when employees are unwilling or slow to take on new tasks or to get involved in training either because of a lack of understanding or fear of math-related skills required. These related inequalities do not only affect earnings but can heavily influence work related and personal spending and investment decisions. Workplace numeracy, literacy and employability skills are often used in conjunction with one another. The required skills often overlap and are necessary for any task, for example, completing a job might entail gathering and analysing information; using number or mathematical skills; reporting; using computers; working within a team setting; and possibly demonstrating some initiative.[9]</p>]]></content:encoded> <category><![CDATA[Hr Policy]]></category> <link>http://www.floydfairnessfund.org/HrPolicy/business-numeracy</link> <guid isPermaLink="true">http://www.floydfairnessfund.org/HrPolicy/business-numeracy</guid> <pubDate>Mon, 03 Mar 2025 15:26:00 +0000</pubDate> </item> <item> <title>Informatica developer Interview questions</title> <description>1. What do you mean by Enterprise Data Warehousing? When the organization data is created at a single point of access it is called as enterprise data warehousing. Data can be provided with a global view to the server via a single ...</description> <content:encoded><![CDATA[<img src="/img/informatica_online_training_complete_reference_informatica.jpg" alt="Informatica Online Training" align="left" /><p>1. What do you mean by Enterprise Data Warehousing? When the organization data is created at a single point of access it is called as enterprise data warehousing. Data can be provided with a global view to the server via a single source store. One can do periodic analysis on that same source. It gives better results but however the time required is high. 2. What the difference is between a database, a data warehouse and a data mart? Database includes a set of sensibly affiliated data which is normally small in size as compared to data warehouse. While in data warehouse there are assortments of all sorts of data and data is taken out only according to the customer's needs. On the other hand datamart is also a set of data which is designed to cater the needs of different domains. For instance an organization having different chunk of data for its different departments i.e. sales, finance, marketing etc. 3. What is meant by a domain? When all related relationships and nodes are covered by a sole organizational point, its called domain. Through this data management can be improved. 4. What is the difference between a repository server and a powerhouse? Repository server controls the complete repository which includes tables, charts, and various procedures etc. Its main function is to assure the repository integrity and consistency. While a powerhouse server governs the implementation of various processes among the factors of server's database repository. 5. How many repositories can be created in informatica? There can be any number of repositories in informatica but eventually it depends on number of ports. 6. What is the benefit of partitioning a session? Partitioning a session means solo implementation sequences within the session. It's main purpose is to improve server's operation and efficiency. Other transformations including extractions and other outputs of single partitions are carried out in parallel. 7. How are indexes created after completing the load process? For the purpose of creating indexes after the load process, command tasks at session level can be used. Index creating scripts can be brought in line with the session's workflow or the post session implementation sequence. Moreover this type of index creation cannot be controlled after the load process at transformation level. 8. Explain sessions. Explain how batches are used to combine executions? A teaching set that needs to be implemented to convert data from a source to a target is called a session. Session can be carried out using the session's manager or pmcmd command. Batch execution can be used to combine sessions executions either in serial manner or in a parallel. Batches can have different sessions carrying forward in a parallel or serial manner. 9. How many number of sessions can one group in batches? One can group any number of sessions but it would be easier for migration if the number of sessions are lesser in a batch. 10. Explain the difference between mapping parameter and mapping variable? When values change during the session's execution it's called a mapping variable. Upon completion the Informatica server stores the end value of a variable and is reused when session restarts. Moreover those values that do not change during the sessions execution are called mapping parameters. Mapping procedure explains mapping parameters and their usage. Values are allocated to these parameters before starting the session. 11.What is complex mapping? Following are the features of complex mapping. Difficult requirements Many numbers of transformations Complex business logic 12. How can one identify whether mapping is correct or not without connecting session? One can find whether the session is correct or not without connecting the session is with the help of debugging option.</p>]]></content:encoded> <category><![CDATA[Developer]]></category> <link>http://www.floydfairnessfund.org/Developer/informatica-developer-interview-questions</link> <guid isPermaLink="true">http://www.floydfairnessfund.org/Developer/informatica-developer-interview-questions</guid> <pubDate>Sat, 22 Feb 2025 15:14:00 +0000</pubDate> </item> <item> <title>Personality Assessments</title> <description>Chaplain Corwin Smith leads a class during a singles relationship and education event in Williamsburg, Va. The retreat provided Airmen an opportunity to learn more about themselves, listen more effectively and improve ...</description> <content:encoded><![CDATA[<img src="/img/singles_gather_for_relationship_education_and.jpg" alt="Singles gather for relationship education and self-discovery" align="left" /><p>Use this Free disc Personality Profile Assessment to get a fast instant estimate of your disc profile based on answers to 12 short questions. It’s fast and it’s free. You can probably finish it in less than 10 minutes. Use the results to gain insights you can use to better understand why you communicate the way you do and how you can communicate with others more effectively. With your results, you can: Immediately improve interpersonal communications Connect with co-workers more effectively Understand what you need to be most successful When you click on the image below to open the free disc assessment window, you’ll be on your way to learning more about your disc personality style. It’s that fast and that easy. After you complete the Free disc Personality Test, you will immediately receive insights and tips about your personal style. Your FREE disc Profile will open in a new browser window. Upgrade Your disc Assessment for More Complete Insights If you’re looking for even more insights and opportunities for personal growth and success, then you’ll be interested in upgrading to our 24 question, more in-depth assessment and 28-page, personalized disc analysis. Learn more now about upgrading your experience and enhancing your success.</p>]]></content:encoded> <category><![CDATA[Personality Test]]></category> <link>http://www.floydfairnessfund.org/PersonalityTest/personality-assessments</link> <guid isPermaLink="true">http://www.floydfairnessfund.org/PersonalityTest/personality-assessments</guid> <pubDate>Thu, 13 Feb 2025 15:08:00 +0000</pubDate> </item> </channel></rss>If you would like to create a banner that links to this page (i.e. this validation result), do the following:
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