1-800-88-3255

This enable KL citizen to lodge their complain. The centre will use Intergrated Public Agency Complaints Monitoring System and is available in Lanuage of Bahasa Malaysia, English, Mandarin and Tamil.

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An undergraduate medical degree is granted after five or six years of structured formal education which lays the foundation knowledge in Medicine, and a year of practical training known as housemanship. The common undergraduate degrees awarded are the Bachelor of Medicine and Bachelor of Surgery (MBBS) and Doctor of Medicine (MD).

The Undergraduate Medical Courses, the length and organization of which may vary from university to university, are traditionally divided into two years of preclinical and three years of clinical study. During the preclinical years emphasis is on the study of human structure and function and during the clinical years the emphasis is on the study of patient care which is done through attachment to various departments in hospital.

REQUIREMENTS FOR ENTRY

The minimum entry qualifications expected for admission vary from university to university but because admission to medical courses is very competitive and only those with the best grades will be given a place.

The local universities admit students either directly after the matriculation courses or after Sijil Tinggi Persekolahan Malaysia (STPM). Overseas universities admit those with good ‘A’ level results.

TRAINING AND WORKING AS A DOCTOR
The practice of medicine in Malaysia for both the public and private sector is governed by the Medical Act 1971, and the professional code of conduct laid down by the Malaysian Medical Council.

The newly graduated doctor will have to apply to the Malaysian Medical Council for provisional registration. He is then required to undergo compulsory rotating resident housemanship for a period of not less than 12 months. Practical experience is gained during this year while working under the supervision of senior colleagues.
On satisfactory completion of the housemanship the doctor is eligible for full registration with the Malaysian Medical Council as a Registered Medical Practitioner, and is issued an Annual Practising Certificate, which is renewable annually. On full registration, according to the provisions in the Medical Act in force, a doctor has to serve the government or its agencies for a period of three years compulsory service.

The post after housemanship is that of the Medical Officer. As a medical officer for about three years the doctor has to serve various departments of General and district hospitals. The next rung on the career ladder, the post of registrar, which spans two to three years, enables one to train as a specialist. After the appropriate training and passing postgraduate examination the doctor will have finally completed formal education and will be eligible to be a consultant.

The components of a higher education in medicine include the basic medical undergraduate degree of about six years and postgraduate training and degree of about four to five years, a prerequisite for promotion to consultant grades. Doctors generally and the housemen, junior doctors in training especially work long, tedious hours.

Medical education does not stop after the ten to twelve years of formal studies and examinations, as the doctor has to attend meetings, courses and training continuously throughout their careers to keep abreast of current developments. This ongoing educational process is officially known as Continuing Medical Education (CME) or Continuing Professional Development (CPD)

The financial implications of studying medicine must be considered carefully especially by self-sponsored students as both the undergraduate and post-graduate medical courses are probably the most expensive.

WHAT ARE THE CAREER OPTIONS?

Medicine offers a wide variety of job opportunities. There is still a demand for doctors in all fields especially in the smaller towns and rural areas. Medical graduates mostly go on to work as clinicians in general practice and in the various specialities looking after the health needs of the patients. A small number will pursue a career in non clinical work like medical research, occupational health, medical journalism or administration.

Traditionally clinicians are classified either as physicians or surgeons. This division has now become blurred with the coming of many newer branches of medicine which do not fit neatly into either of the above.
GENERAL PRACTICE

A general practitioner or GP must have a good working knowledge of common conditions in all branches of medicine, to make the preliminary diagnosis and institute treatment, as patients usually see them first. General practice is also known as family practice as whole families, not only get treatment for their illness but also get most of their advice regarding all aspects of health from them.

General practitioners used to work on their own, in single handed practices, for long hours in isolation with little time for either themselves or their families. Realizing this many GPs have now formed partnerships to work together in polyclinics and this will probably be the trend in the future.

SURGERY
Surgeons are doctors who performs operations on patients to rectify a disability or cure illness, as a part of their treatment. Surgery has now become highly specialised and surgeons deal only with a particular kind of surgery, Neurosurgey, Orthopaedic surgery, Eye surgery, Ear Nose and Throat surgery or Urological surgery.

OBSTETRICS AND GYNAECOLOGY
The specialist in Obstetrics and Gynaecology looks after women in pregnancy and diseases related to the female reproduction organs.

PAEDIATRICS
A paediatrician provides medical care for children from birth till their early teens.

PSYCHIATRY
Psychiatrists treat the mentally ill and mentally handicapped with the use of medication, behavioural and psychotheraphy. The method of treatment is changing rapidly because of new treatments reducing the need for long hospital inpatient care.

ANAESTHESIA
Anaesthetists are primarily involved in providing pain relief or anaesthesia during operation. They also look after the critically ill patients in intensive care work and are involved in the treatment of chronic pain.

RADIOLOGY
Radiologists perform investigations using many imaging techniques including X-rays, Ultrasound, Computed Tomography (CT) Scan, Magnetic Resonance Imaging (MRI) to establish diagnosis and to document progress of treatment.

WHERE TO STUDY MEDICINE

Courses in medicine are available in local universities, namely the University of Malaya, University Kebangsaan Malaysia, University Sains Malaysia, University Teknology Mara
 University Sarawak Malaysia.

Currently, there are two private institutions – the International Medical College and the Asean Sheffield Medical College offering twinning programmes with overseas universities to study medicine.

Medical courses can also be pursued overseas especially in the United Kingdom, Australia, Ireland and India. Students are admitted to many other countries through government sponsorship. It is important to check with the Malaysia Medical Council that the degrees offered by the overseas universities are recognised for medical practice locally before going to study overseas.
 

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Chris discussed about the signs of getting stuck with your carrier which are:

• Lack of passion, boredom
• Absence of challenge and growth
• Stress, lack of motivation, anxiety
• Drastic actions in other parts of your life
• Focus on distractions
• Constant internal “should” voice

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Chris also gives some suggestion for getting unstuck:

• Motivation and Clarity of Purpose. 
• Belief in Your Ability. 
• Expected Outcomes. 

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He does not stop there and even give some tips of how to move forward after you ‘unstuck’ yourself: 

• Pay Attention.  
• Clarify your actual goal. 
• Do a reality check. 
• Believe in yourself.  
• Put your fears on the table.  
• Get a mentor or coach.  

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Chris tips are very useful for us in overcoming of such career stuck in our daily lives. For a better understanding of what is the article all about, you are welcome to visit its original post at:

The Danger of Being Stuck in your Career

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How to Find the Best City to Work and Live

by Richard Florida

Where we reside has more and more relevance to the kinds of work available to us. In a large number of professions, jobs have become geographically specialized — that is, they are increasingly concentrating in certain places. Place can also largely determine how happy we are in our personal lives. Where we live can determine who we meet, how we meet them, and our opportunities for spending time with our friends and loved ones. Finding a place that best fits us isn’t easy — as nothing that’s truly important in life is — but it can be done. To help you, I’ve come up with a basic framework, some real-world tools, and a six-step plan to help you narrow the field and make your decision.

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Step1:Get Your Priorities Straight

Goal: Know why you’d want to move in the first place.

If you ask someone what’s most important to them in a partner or a job, chances are they’ll have a well-rehearsed response ready to fire back. Our relationship with place is no less intimate and should not be neglected, slighted, or taken for granted. Figuring out what your priorities are is the first and most fundamental step before deciding where to live. Consider what’s really important to you about the place you live.

Checklist: Key issues and questions to address when starting your research:

• What do you like most and least about where you’re living now, and why are you looking for a new place?
• What are dealmakers? Dealbreakers?
• Is it important to you to find a job in a specific field or would you be happy employed in a more general labor market?
• What stage of life are you in and does that figure into your expectations?
• What’s most important to you right now — your work? Finding a mate?
• Your physical environment? Your family?
• How important are things like aesthetics, art, culture, and music?
• To what degree does weather and climate matter?
• Do you lead a flexible or more structured lifestyle? How would the people in a new city change (improve or worsen) this? What does maintaining (or changing) your lifestyle require? How would the people in a new city change (improve or worsen) this?
• Do you prefer big cityregions or smaller communities? Do you want to be closer to the action or further from the frenzy?
• Take out a piece of paper and a pen and write down every single thing that comes to mind. Consider nothing too big or trivial.

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Step2:Test Your Assumptions with the “Place Finder”

Goal: Combine qualitative information with hard data to identify good prospects.

The goal is live in a place that fulfills your needs from bottom to top. When considering a potential move, it’s crucial to assess how your new community will stack up against your needs at each level. Where detailed statistical information is available, I’ll tell you where to get it and how to use it. But for many things we’d like to know more about, there simply isn’t any hard data available. You’ll need to collect qualitative information – read local papers, talk to people there, and go out and see for yourself. In many cases, collecting information this way will give you deeper and better insights into the places you’re considering. The real power is in the combination of both types of data — hard statistical facts and your own personal assessments.

Hot Tip: Take the “Place Finder” for a test drive

Use it to help you organize your thoughts, consider other priorities, collect and analyze quantitative and qualitative information, compare, rate, and rank places. Fill out each box on the form on a 1-5 scale. Even after you’ve collected statistical information, use your judgment. Enter the score that best fits your assessment, your needs, your observations, and your sensibilities.

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Step 3: Size up a City’s Basics

Goal: Understand the basic economic opportunities your place offers.

Jobs: Are you a risk-taker, or do you like to play it safe? Do you want to work for a company, or launch one? The place you choose could determine that. Make sure to focus on job opportunities in your specific field. For detailed statistical profiles, including information on the number of jobs and salaries for more than 800 specific occupations, in every metropolitan region in the United States, look no further than the Bureau of Labor Statistics.

Be sure to calculate comparative costs; make sure you know how far your salary will really go in your new location. There are calculators available online that will help you tally the precise cost-of-living differences among the locations you’re considering; they also enable you to see what kind of salary you would need to have to maintain a similar lifestyle in different places. These sites, such as Salary.com, also give objective, fact-based tools with which to negotiate future salaries, which is especially important if part of why you’re moving is to find a new job.

Lifelong Learning: Whether or not you’re on a fast career track, access to professional development and lifelong learning opportunities are important. Studies have shown time and again that expanding one’s mind can add years onto one’s life. Access to such opportunities may depend, in part, on proximity to great colleges, universities, and graduate programs. But learning outside of formal educational institutions through seminars, networks, executive training programs, and professional development offerings is possible and of equal value. Take note of where graduate programs are located (see guides like U.S. News and World Report, or BusinessWeek); survey local newspapers, trade magazines, and websites for announcements on continuing education courses and seminar offerings.

Networks: In a similar vein, studies have also shown that people who feel disconnected or isolated age at an accelerated pace. They’re also not surprisingly unhappier people. Plugging in, building networks, meeting people, and creating support structures – these are all things that not only further professional development, but they also contribute significantly to overall wellbeing. But in this respect as in most others, not all places are created equal. Do due diligence; talk to people and get their sense of things. Ask yourself: Is this a place I can easily plug into, or is it the kind of place that is resistant to outsiders? Again, read the local press and the alternative papers.

Hot Tip: Does the Place Get It?

Aside from statistical analysis, like formal polls, anecdotal evidence will be your best resource in assessing the quality and efficacy of leadership in a given area. Per usual, read the local media, especially the alternative papers and local bloggers. When possible, read up on the political history of a place; past events will undoubtedly inform its present context. Who are the political and business leaders? What are their track records, their popularity? Do their values and visions fit yours? Do they address issues that are important to you? Are decisions about the community discussed and made out in the open or behind closed doors? Are there opportunities for citizens to be involved? Talk to residents: How informed and engaged are they?

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Step 4: Do a “Values Check”

Goal: Know how well a city aligns with your worldview.

The next step is look closely at the values your places offer. This category includes intangible qualities of place — not easily reflected in numbers or hard analysis — but they are among the most important thing to consider.

Checklist:

Diversity: Like people, places have varying abilities to open up to and absorb newcomers — particularly those who are different from current residents. Some places like New York City are natural melting pots. Others can be more resistant to “outsiders.” Consider how important this is to you, and how well (or not) you may fare in a new place.

Trust: Trust — not only between people but also between people and institutions — is hard to measure, but not impossible. There are signs everywhere. Do people make eye contact with one another on the street? Do they hide their handbags or briefcases when they sit down? Does someone’s “word” still seem to matter in everyday business transactions? Do people lock their doors when they leave their houses or cars? Are residents valued; are people nice to one another? How are children treated? What about young people, families, the elderly, or people with disabilities? Are some groups marginalized? Who are they and why?

Self-expression: Here again, places vary a lot. Some welcome self-expression, others remain more conformist. How strong is your need to be yourself? What role does individuality play in your daily life? Is it important to you to find a place where you can be unique and reinvent yourself should you so desire?

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Step 5: Consider Other Important Intangibles

Goal: Know how well a city aligns with your personality.

Now it’s time to find out whether the places you are looking at really have the spark you need. Aesthetics and vibrancy, for instance, are among the most important factors in how happy people are with their places. Take it seriously.

Checklist:

Beauty: All of us are drawn to beauty, but remember the old adage, beauty is in the eye of the beholder. Each of us looks for different things in the places we live. Some consider a pleasant aesthetic to be a gritty urban streetscape. Others prefer well-manicured parks. What do you find beautiful?

How Real Is It: In a mass-produced and mass-marketed world, many people are looking for authenticity. If you’re one of them, ask yourself the following. How authentic is the place? What gives it its true soul? What makes it different, unique? How does it value and promote its history, uniqueness, physical structures, and culture? Decide for yourself what really matters to you and rank your places accordingly.

The Fun Factor: Places are not just about work. What are the things you really love to do? Arts and culture? Music or theater? Spectator sports or participant sports? A once avid cyclist may one day choose a different form of exercise. A person who likes clubs and nightlife in his 20s may become a symphony or jazz buff in his 30s, or find himself coaching soccer when kids come along. What activities are the most important to you? Do you imagine them changing overtime?

Buzz: Every city has its own energy level or buzz. Are you inspired by high energy and lots of activity, or do you prefer more a slower speed? What is the energy of the place? Does it jibe with your own ideal pace of life?

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Step 6: Schedule a Reconnaissance Trip

Goal: Collect all that invaluable first-hand evidence.

Few of us would ever make an important decision on the sole basis of someone else’s opinion. Deciding where to live is no different. Say you’re thinking about moving to Santa Fe. Do you know anyone who lives there? Talk to them. According to a Yankelovich consumer research survey published in 2006, anecdotal knowledge is considered to be one of the most reliable forms of information about a place.

My personal rule of thumb is to visit at least three possible places, if not more, before making a final decision. According to the same Yankelovich survey, visiting for the weekend was by far the best means to a useful assessment. My own advice is to spend more than just a weekend – spend enough time to get to know the place. You owe it to yourself, your family and your future. While you’re visiting, make sure to consider how you would feel about the city in future stages of your life.

Visit a neighborhood you might like to live in now, and a neighborhood you might like to live in 10 years from now. Ask yourself some questions and think about how you might feel in the future: Can I see myself walking down this street everyday? Can I take the noise level? Is it too crowded or too empty? Too gritty or too ersatz? What would start to get on my nerves? What places would I visit a lot? How would I get around?

Most importantly, if a city doesn’t feel right for any reason while you’re actually there, don’t hesitate to reject it based on your gut feeling, regardless of how it ranks. Realize that your intuition is telling you something important. It’s much more than the hard facts that matter. It’s how you feel about the place – and how it makes you feel.

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By William Baker

Corporations do not make ethical mistakes. Individuals make ethical mistakes. Most of the time, that’s because they’re afraid of saying no.

The reason so many people find it hard to say no is that it is hard to say no. A client says something inappropriate; a co-worker pulls a fast one; your boss is cutting a corner you don’t like. Saying no is a lot of work. Looking away is much easier.

In business, where all of your relationships matter, you don’t want to run around being the ethics police. But you should also never compromise yourself. You’re going to have to say no when it comes your way. So say it wisely.

Indictment is not the way to start. Don’t tell them why they’re wrong. Frame yourself into the argument, but don’t lecture. Make it about what you think is right by offering an alternative solution.

The best way to say no to a bad idea is to come up with a better one.

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To cater such problem, Melissa Raffoni suggested 3 steps of how to use time more effectively.

Break your responsibilities into categories, for example; growth and improvement, managing people, primary day to day responsibilities and administration.

Ask yourself what percentage of your time you should be spending in each category.

Check for alignment with your superiors and colleagues which involves managing your time, audit your time, practice time boxing and pay attention to the areas where you are weakest.

For further elaboration, you may want to read the whole article: Are You Spending Your Time the Right Way?

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1. Be Attentive to Others and Never Stop Listening
2. Compliment People Who Deserve It
3. Make Yourself Available and Approachable
4. Speak Clearly so People Can Understand You
5. Never Try to Be Someone You’re Not
6. Address People by Their Name
7. Mirror the Person You’re Conversing With
8. Always Ask to Help… and Help When Asked
9. Never Get Caught Lying
10. Say “Please” and “Thank You”
11. Use Positive Language (Body and Verbal)
12. Smile
13. Keep Unqualified Opinions to Yourself
14. Provide Tangible Value
15. Respect Elders, Respect Minors, Respect Everyone
16. Make Frequent Eye Contact… but Don’t Stare
17. Don’t Over-Promise… Instead, Over-Deliver
18. Stand Up for Your Beliefs Without Promoting Them
19. Make a Firm Handshake
20. Keep Your Hands Away from Your Face
21. Dress Clean

Try them. For better explanation, please visit its original post on:

21 Keys to Magnetic Likeability

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Layoffs are the casualty that grabs most headlines during times of economic woe. But what happens to the survivors — especially managers — who must do more with less, and under increasing stress? Everything about the workplace changes during such times, from job descriptions, budgets, and goals to power dynamics between departments and attitude among staff. Nearly every task feels more difficult than it should, and the gossip in the cube next door seems more believable than the message coming from the top. In short, dream jobs quickly become crummy jobs when companies are struggling to stay ahead — or stay afloat.

Below are five telltale signs that recession is putting your organization in a chokehold, and possibly making your job unbearable.

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Crummy Factor #1: Budget Ax Severs Emotional Ties

Day-to-Day Impact: Loyalty goes by the wayside.

When employees are hired, they form psychological bonds with their organizations based on mutual feelings of loyalty, trust, fairness, and obligation. But during a downturn, when companies retreat into cost-cutting mode, the bonds break down.

“The relationship becomes very transactional,” says Cali Ressler, a former Best Buy HR manager who helped create the company’s popular Results-Only Work Environment (ROWE) program. Managers looking for layoff targets start to judge workers in terms of how much time they’re putting in at the office and what kind of immediate value they offer — metrics that might exclude perfectly qualified and productive employees.

The attitude among workers isn’t much better. “If the employee thinks he’s next on the chopping block, why should he put in more than just his time?” Ressler says. Forget about working relationships built on trust. When business is bad, work is reduced to a mere exchange of services.

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Crummy Factor #2: Bad News Trickles Down

Day-to-Day Impact: Middle managers get stuck playing bad cop.

The CEO may announce in an email that the company is going to conduct layoffs, but managers are the ones who have to look people in the eye and tell them their jobs have been cut. “The top tells the middle what to do to the bottom,” says NYU business professor Batia Wiesenfeld, essentially putting managers in the awkward position of undertaking tasks that they may not believe in — like cutting valuable employees or explaining why the company can’t pay out bonuses.

Thus in a downturn, managers often find themselves choosing between two scenarios: standing behind the organization and making decisions that leave employees feeling betrayed; or siding with direct reports and passively resisting the changes they’re being asked to implement.

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Crummy Factor #3: A Climate of Fear Sets In

Day-to-Day Impact: Coworkers get political.

Dwindling resources and shrinking headcounts rattle the psyches of all employees. “When scarcity is upon us, we fight for our share of the pie,” says executive coach and business psychologist Debra Condren. “It’s survival of the fittest.”

That’s exactly what happened at Deloitte Consulting in the run up to the 2001 recession, says a former operations consultant for the company’s L.A. office. “The culture got really ugly,” he says. With only 35 percent of the workforce assigned to consulting jobs, it’s no wonder the political jockeys came out. Consultants started brown-nosing higher-level partners with Dodgers tickets and offers to babysit. “One coworker actually started subscribing to a horse husbandry magazine because he knew one of the partners owned horses,” the consultant adds. In crummy times, the workplace becomes more about political maneuvering than actual work.

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Crummy Factor #4: Bureaucracy Becomes Central

Day-to-Day Impact: The rulemakers make a grab for power.

Two departments rarely see their headcounts shrink in a downturn: accounting and legal. It’s easy to see why: Restructurings and mergers, both prevalent activities in downturns, require manpower with financial and legal expertise. Plus, a cost-cutting agenda practically ensures that all of the money-handlers will be needed to crunch the numbers. That’s great for those departments, but what about everyone else? Accounting rules and forms get more complicated, which means that even minor things like how an expense report is filled out can become pain points for managers and their teams. There are also more delays than usual when it’s time to draw up contracts: If money is tight, the lawyers are going to be especially dictatorial in determining whether or not the company is getting a good deal. “It’s a classic disease during a decline,” says Bob Sutton, a Stanford business professor and the author of The No Asshole Rule. “Any rulemonger — the checkers checking the checkers’ work — has an opportunity to grab more power.”

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Crummy Factor #5: Innovation Comes to a Standstill

Day-to-Day Impact: Good ideas are ignored, and employees get resentful.

With accounting bureaucrats empowered, most managers can forget about pushing out new R&D projects, marketing campaigns, and innovation efforts. Although going aggressive can put a company in a better position to survive a slowdown, few firms can resist becoming risk-averse. Thus, mid-level leaders find themselves pulling back and focusing entirely on how to meet short-term financial goals. Not only can this strategy set a company back competitively, it also can demoralize top performers.

A mid-level employee at Restoration Hardware says slowed consumer spending has the company in lockdown mode. The staff used to be intense and driven, but motivation has deteriorated as top-level management becomes fixated on saving every penny instead of investing in better tools to manage inventory. “There are people like myself who are capable and willing to create the tools,” she says, “but it’s a combination of not having the financial resources or the desire for change.”

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2. Few Questions, to Get More Engaged with Your Employee.

* How many years, doing what function
* Education – credentials
* Major responsibility and accomplishments
* Personal summary of work style (plus career goals if applicable)

Prepare in advance using this formula:

1. “My name is…”
2. “I’ve worked for X years as a [title]”
3. “Currently, I’m a [title] at [company]”
4. “Before that, I was a [title] at [company]”
5. “I love the challenge of my work, especially the major strengths it allows me to offer, including [A, B, and C]”.
6. Second, help the interviewer by focusing the question with a question of your own: “What about me would be most relevant to you and what this company needs?”

2. Did you bring your resume?
Yes. Be prepared with two or three extra copies. Do not offer them unless you’re asked for one.

3. What do you know about our organization?
Research the target company before the interview. Basic research is the only way to prepare for this question. Do your homework, and you’ll score big on this question. Talk about products, services, history and people, especially any friends that work there. “But I would love to know more, particularly from your point of view. Do we have time to cover that now?

4. What experience do you have?
Pre-interview research and PPR Career will help you here. Try to cite experience relevant to the company’s concerns. Also, try answering this questions with a question: “Are you looking for overall experience or experience in some specific area of special interest to you?” Let the interviewer’s response guide your answer.

5. According to your definition of success, how successful have you been so far?
(Is this person mature and self aware?)
Be prepared to define success, and then respond (consistent record of responsibility)

6. In your current or last position, what were your most significant accomplishments? In your career so far?
Give one or two accomplishment statements

7. Had you thought of leaving your present position before? If yes, what do you think held you there?
Refer to positive aspects of the job, advancement opportunities, and what you learned.

8. Would you describe a few situations in which your work was criticized?
Give only one, and tell how you have corrected or plan to correct your work.

9. If I spoke with your previous boss, what would he or she say are your greatest strengths and weaknesses?
Be consistent with what you think the boss would say. Position the weakness in a positive way (refer to #12)

10. How would you describe your personality?
Keep your answer short and relevant to the job and the organization’s culture.

11. What are your strong points?
Present three. Relate them to that particular company and job opening.

12. What are your weak points?
Don’t say you have one, but give one that is really a “positive in disguise.” I am sometimes impatient and do to much work myself when we are working against tight deadlines.” Or “I compliment and praise my staff, but feel I can improve.”

13. How did you do in school?
(Is the person motivated? What are his/her values, attitudes? Is there a fit?)
Emphasize your best and favorite subjects. If grades were average, talk about leadership or jobs you took to finance your education. Talk about extra-curricular activities (clubs, sports, volunteer work)

14. In your current or last position, what features did you like most? Least?
Refer to your satisfiers for likes. Be careful with dislikes, give only one (if any) and make it brief. Refuse to answer negatively. Respond that you “like everything about my current position and have acquired and developed a great many skills, but I’m now ready for a new set of challenges and greater responsibilities.”

15. What do you look for in a job?

Flip this one over. Despite the question, the employer isn’t really interested in what you are looking for. He’s interested in what he is looking for. Address his interests, rather than yours. Use words like “contribute,” “enhance,” “improve,” and “team environment.” Fit your answer to their needs Relate your preferences and satisfiers/dissatisfiers to the job opening.

16. How long would it take you to make a meaningful contribution to our firm?
“Not long, because of my experience, transferable skills and ability to learn.”

17. How long would you stay with us?
“As long as I feel that I’m contributing, and that my contribution is recognized. I’m looking to make a long term commitment.”

18. If you have never supervised, how do you feel about assuming those responsibilities?
If you want to supervise, say so, and be enthusiastic.

19. Why do you want to become a supervisor?
“To grow and develop professionally, to help others develop, to build a team and to share what I have learned.”

20. What do you see as the most difficult task in being a supervisor?
“Getting things planned and done through others and dealing with different personalities.” Show how you have done this in the past.

21. You’ve been with your current employer quite a while. Why haven’t you advanced with him?
Let’s assume the interviewer has a point here. That doesn’t mean you have to agree with the negative terms of the question. Answer: “What I like about my present position is that it’s both stable and challenging. But it’s true that I’ve grown about as much as I can in my current position. (This response also turns the issue of salary on its head, transforming it from What more can I get? to What more can I offer?)

22. Why are you leaving your present position?
Never answer with negative reasons, even if they are true. However, some companies have financial problems which may preclude you from staying with them. Frame your answer positively by answering why you want to move to the target company instead of why you left or want to leave your most recent job. For example, instead of answering, “I don’t get enough challenges at [company],” respond, “I am eager to take on more challenges, and I believe I will find them at [hiring company]. ”I’m not unhappy (at my present employer). However, this opportunity seems to be particularly interesting and I am interested in pursuing it further. Never personalize or be negative. Keep it short, give a “group” answer (e.g. our office is closing, the whole organization is being reduced in size). Stick to one response; don’t change answers during the interview. When applicable; best response is: I was not on the market when PPR Career contacted me and explained what you are doing, it peaked my interest.

23. Describe what would be an ideal working environment?
Team work is the key.

24. How would you evaluate your present firm?
Be positive. Refer to the valuable experience you have gained. Don’t mention negatives.

25. Do you prefer working with figures, or with words?
Be aware of what the job requires and position your answer in that context. In many cases it would be both.

26. What kinds of people do you find difficult to work with?
Use this question as a chance to show that you are a team player: “The only people I have trouble with are those who aren’t team players, who just don’t perform, who complain constantly, and who fail to respond to any efforts to motivate them.” The interviewer is expecting a response focused on personality and personal dislikes. Surprise her by delivering an answer that reflects company values.

27. How would your co-workers describe you?
Refer to your strengths and skills.

28. What do you think of your boss?
If you like him or her, say so and tell why. If you don’t like him or her, find something positive to say.

29. Why do you want to work in a company of this size. Or this type?
Explain how this size or type of company works well for you, using examples from the past if possible.

30. If you had your choice of jobs and companies, where would you go?
Refer to job preferences. Say that this job and this company are very close to what best suits you.

31. Why do you want to work for us?
You feel you can help achieve the companies objectives, especially in the short run. You like what you’ve learned about the company, its policies, goals and management: “I’ve researched the company and people tell me it’s a good place to work.”

32. What was the last book you read? Movie you saw? Sporting event you attended?
Think this through. Your answer should be compatible with accepted norms.

33. What are you doing, or what have you done to reach your career objectives?
Talk about formal courses and training programs.

34. What was wrong with your last company?
Again, choose your words carefully. Don’t be negative. Say that no company is perfect, it had both strengths and weaknesses.

35. What kind of hours are you used to working?
(Does the person match job and criteria?)

“As many hours as it takes to get the job done.”

36. What would you do for us?
Relate past success in accomplishing the objectives which are similar to those of the prospective employer.

37. What has your experience been in supervising people?
Give examples from accomplishments.

38. Are you a good supervisor?
Draw from your successes. Yes, my people like and respect me personally and professionally. They often comment on how much they learn and develop under my supervision.

39. Did you ever fire anyone? If so, what were the reasons and how did you handle it?
If you haven’t, say so, but add that you could do it, if necessary.

40. How have you helped your company?
Refer to accomplishments.

41. What is the most money you ever accounted for? Largest budget responsibility?
Refer to accomplishments. If you haven’t had budget responsibility, say so, but refer to an accomplishment that demonstrates the same skill.

42. What’s the most difficult situation you ever faced on the job?
Remember, you’re talking to a prospective employer, not your best friend. Don’t dredge up a catastrophe that resulted in a personal or corporate failure. Be ready for this question by thinking of a story that has a happy ending – happy for you and your company. Never digress into personal or family difficulties, and don’t talk about problems you’ve had with supervisors or peers. You might discuss a difficult situation with a subordinate, provided that the issues were resolved inventively and to everyone’s satisfaction.

43. Describe some situations in which you have worked under pressure or met deadlines?
Refer to accomplishments. Everyone has had a few of these pressure situations in a career. Behavior-related questions aim at assessing a candidate’s character, attitude, and personality traits by asking for an account of how the candidate handled certain challenging situations. Plan for such questions by making a list of the desirable traits relevant to the needs of the industry or prospective employer and by preparing some job-related stories about your experience that demonstrate a range of those traits and habits of conduct. Before answering the questions, listen carefully and ask any clarifying questions you think necessary. Tell your story and conclude by explaining what you intended your story to illustrate. Finally, ask for feedback: “Does this tell you what you need to know?”

44. How do you handle rejection?
Rejection is part of business. People don’t always buy what you sell. The tick here is to separate rejection of your product from rejection of yourself: “I see rejection as an opportunity. I learn from it. When a customer takes a pass, I ask him what we could do to the product, price or service to make it possible for him to say yes. Don’t get me wrong: You’ve got to makes sales. But rejection is valuable, too. It’s a good teacher.”

45. In your present position, what problems have you identified that had previously been overlooked?
Refer to accomplishments

46. Give an example of your creativity.
Refer to accomplishments.

47. Give examples of your leadership abilities.
Draw examples from accomplishments.

48. What are your career goals?
Talk first about doing the job for which you are applying. Your career goals should mesh with the hiring company goals.

49. What position do you expect to have in two years?
Just say you wish to exceed objectives so well that you will be on a promotable track.

50. What are your objectives?
(How does the person handle stress? What is their confidence level?)
Refer back to question #48 on goals.

51. Why should we hire you?
This may sound suspicious, negative, or just plain harsh. Actually, it’s a call for help. The employer wants you to help him/her hire you. Keep your response brief. Recap any job requirements the interviewer may have mentioned earlier in the interview, then, point by point, match your skills, abilities and qualifications to those items. Relate a past experience which represents success in achieving objectives which may be similar to those of the prospective employer.

52. You may be over-qualified or too experienced for the position we have to offer.
“A strong company needs a strong person.” An employer will get faster return on investment because you have more experience than required.

53. Why haven’t you found a new position before now?
“Finding the right job takes time. I’m not looking for just any job.”

54. If you could start again, what would you do differently?
No need to be self-revealing. “Hindsight is 20/20; everyone would make some changes, but I’ve learned and grown from all my decisions.”

55. How much do you expect if we offer this position to you?
Be careful. If you don’t know the market value, return the question by saying that you would expect a fair salary based on the job responsibilities, your experience and skills and the market value of the job. Express your interest in the job because it fits your career goals – Receptive to a reasonable and competitive offer – don’t talk $’s. It’s always best to put off discussing salary and let PPR Career handle that. ANSWER: I’m open to a competitive offer. I’d prefer to discuss the opportunity and allow my recruiter to handle any salary questions.

I personally agreed that this list was very well written and if you were to attend any interviews make sure you can answer all this questions and perhap an early preparation is needed.

Related posts:

1. What to Say & What NOT to Say during an Interview
2. Favorite Questions of Executive Recruiters
3. The Interview Lunch – What to say, ask and eat

1. DiGi
Website: www.digi.com.my
Industry: Communications
Address: Lot 10, Jalan Delima 1/1, Subang Hi-Tech Ind Park,40000, Shah Alam. Tel: 03-5721 1800

Under the Telenor ASA, DiGi Operates widely with its widest coverage to serve Malaysian population with its excellent services and futuristic plans. DiGi is currently the fastest growing telecommunications provider in the country and is very feared by its larger rivals, Maxis and Celcom.

2. Shell
Website: www.shell.com.my
Industry: Oil & Gas
Address: Human Resources Dept, Bangunan Shell Malaysia Damansara Heights, Changkat Semantan, 50490 Kuala LumpurTel: 03-2095 9144

An excellent company to work for, Shell provides you with a platform for trainings and knowledge, while at the same time providing you with opportunity for growth while climbing the technical and corporate ladder.

3. Intel
Website: www.intel.com, www.intel.com/jobs/Malaysia
Industry: Manufacturing

Intel is the world’s largest chip maker, also a leading manufacturing of computer, networking and communications products. Intel currently has the largest plant of all manufacturing companies in Penang & Kulim industrial area.

4. DHL
Website: www.dhl.com.my
Industry: Logistics & Freight Forwarding
Add: Human Resources Department, DHL Express (M) Sdn BhdLevels 26, 27 & 28 Menara TM, Off Jln Pantai Baharu 50672 Kuala Lumpur, Malaysia. Phone: 1 800 88 8388

DHL’s international network links more than 220 countries and territories worldwide. Around 285,000 employees are dedicated to providing fast and reliable services that exceed customers’ expectations in 120,000 destinations in all continents.

5. Petronas
Website: www.petronas.com.my
Industry: Oil & GasAdd: HR Planning & Recruitment PETRONAS, Level 63, Tower 1, PETRONAS Twin Towers, Kuala Lumpur City Centre, 50088 Kuala Lumpur, Malaysia
Email: hrm@petronas.com.my

PETRONAS is an integrated international oil and gas company with business interests in 31 countries. As at end of October 2005, the PETRONAS Group comprised 101wholly-owned subsidiaries, 19 partly-owned outfits and 57 associated companies.

6. McKinsey & Co
Website: www.mckinsey.com
Industry: Consulting
Add: McKinsey & Company, Level 57, Tower 2, Petronas Twin Towers Kuala Lumpur City Center, 50088 Kuala Lumpur, Malaysia. Tel: 60 (3) 2382 5500

As one of the world’s biggest consulting firms with offices all across the globe, McKinsey helps many of the world’s leading organizations think about and improve their strategies, organizations and operations.

7. Maxis
Website: www.maxis.com.my
Industry: Communications
Add: Staffing & HR Planning, Maxis Communications Berhad, Aras 17, Menara Maxis, Off Jln Ampang, 50088 KL. Tel: 03-7492 2123

As one of the largest communications giants in this country, Maxis will be a preferred platform for aspiring executives to be part of in the quest to reach their career heights. There are so many opportunities available as Maxis is expected to continue growing in terms of size and profits.

8.IBM
Website: www.ibm.com/my
Industry: System/Hardware
Add: IBM Malaysia Sdn Bhd, 15th Floor, Plaza IBM, Jln Tun Mohd FuadTaman Tun Dr Ismail, 60000 Kuala Lumpur. Tel (Gen): 03-7727 7788

To date, IBM has played a major role in delivering solutions to the customers to help solve business problems. IBM’s key strengths are in people, skills and experience in IT and complex projects, and worldwide infrastructure of international offices and laboratories from which they can quickly assemble the best expertise required by the customers in Malaysia and worldwide.

9. Motorola
Website: www.motorola.com/my/
Industry: ManufacturingAdd: Human Resources Department, Motorola Technology Sdn BhdBayan Lepas Technoplex Industrial Park, 11900 Bayan Lepas, Penang.Tel: 04-6432511 (General)

First established in Malaysia in Penang (1974), Motorola today is a total solutions provider for wireless telecommunications and energy products. It is the first Motorola Asia-Pacific Regional Integrated Manufacturing, R&D and Distribution Center. Capabilities include design & development of two-way radio products, world-class manufacturing and distribution to global customers.

10. ExxonMobil
Website: www.exxonmobil.com.my
Industry: Oil & Gas
Add: Human Resources Department, Esso Production Malaysia Inc.Level 17, Menara ExxonMobil, Kuala Lumpur City Centre50088 Kuala Lumpur, Malaysia.
Fax: 603-3803494

A merge between Esso and Mobil produced ExxonMobil which is now the biggest oil and gas company globally, covering upstream, downstream, technology and chemical activities.

11. Hewlett Packard
Industry: Hardware/multimedia
Website: www.hp.com.my
Add: Human Resource Department, HP Towers, Hewlett Packard (M) Sdn Bhd., 12 Jalan Genggang, Bukit Damansara, 50409 Kuala Lumpur.

HP is a technology solutions provider to consumers, businesses and institutions globally. The company’s offerings span IT infrastructure, personal computing and access devices, global services and imaging and printing for consumers, enterprises and small and medium businesses.

12. Ernst & Young
Website: http://www.ey.com/global/content.nsf/Malaysia/Malaysia_Home_Page
Industry: Financial & tax servicesAdd: 4th Floor, Kompleks Antarabangsa, Jalan Sultan Ismail
50250 Kuala Lumpur. Tel (6)03.2144 2333 Fax (6)03.2141 0676

In Malaysia, Ernst & Young is one of the largest professional services firms with more than 2,400 employees in 17 offices in West and East Malaysia. It was established in early 1900s and was one of the first internationally linked public accounting firms in the country.

13. Citibank
Website: www.citibank.com.my
Industry: Banking
Add: Human Resources Department, Menara Citibank165 Jalan Ampang, 50450 Kuala Lumpur. Tel: 03- 2380 0000

Citibank is part of Citigroup, the world’s largest banking entity, with operation in more than 100 countries and having more than 200 million customers worldwide. Citibank also offers one of the most comprehensive trainings to their sales force.

14. Dell Asia Pacific
Website: www.dell.com.my
Industry: PC/Hardware

Dell is one-stop PC and notebook supplier with state of the art assembly operation in Penang, supported by a world-class standard of customer service operation. At the heart of Dell’s Asia Pacific operations is the Asia Pacific Customer Center (APCC) in Penang, Malaysia. The 238,000-square-foot manufacturing facility opened in October 1995 and in February 2001, Dell’s second Asia Pacific Customer Centre (APCC2) of 370,000-square-feet began operations. Desktops, workstations, notebooks, servers and storage products are manufactured to order for customers throughout Asia Pacific.

15. Accenture
Website: http://www.accenture.com/Countries/Malaysia
Industry: Consultancy
Add: Level 66 Tower 2 Petronas Twin Towers, Jalan Ampang50088 Kuala Lumpur. Tel: 03 2731 4000 Fax: 03 205 72537

Accenture is a global management consulting, technology services and outsourcing company, with operation in 110 offices worldwide. Accenture collaborate with its clients to help them become high-performance businesses and governments. Accenture mobilizes excellent qualified people having the right skills and technologies to help clients improve their performance.

16. PriceWaterhouseCoopers (PWC)
Website: www.pwc.com/my
Industry: Financial & Tax services
Address: PricewaterhouseCoopers Malaysia, 11th Floor Wisma Sime Darby, Jalan Raja Laut, 50350 Kuala Lumpur, MALAYSIATelephone +60 (3) 26931077 Fax: +60(3) 26930997 Email: my.careers@my.pwc.com.

PWC provides industry-focused assurance, tax and advisory services to build public trust and enhance value for its clients and their stakeholders. Their Malaysia operation is supported by a strong 1700 workforce in 9 locations.

17. Toyota
Website: www.toyota.com.my
Industry: Automotive
Add: Manager, Human Resources, UMW Toyota MalaysiaNo. 2, Persiaran Raja Muda, Seksyen 15, 40200 Shah Alam, Selangor.

Toyota Motor Corporation is one of the world’s leading automakers, offering full range of models. As of March 2004, Toyota employs 264,000 people worldwide, and market vehicles in more than 140 countries. Their diversified operations include telecommunications, prefabricated housing and leisure boats.

18. Nokia
Website: www.nokia.com.my
Industry: Mobile communications
Add: Nokia Networks Malaysia, Suite T01 3rd Floor Block 2320 Century Square, Jalan Usahawan, 63000 CYBERJAYA.Tel: +60 3 8313 6888 Fax: +60 3 8318 9188

A leading player in mobile communications in the Asia Pacific, Nokia first started operations in the region in the early 1980s. It has since established a leading brand presence in many local markets, and business has expanded considerably in all areas to support customer needs and the growth of the telecommunications industry in the region.

19. Bank Negara Malaysia
Website: www.bnm.gov.my
Industry: Banking
Add: Recruitment & Scholarship Section , Human Resource Management Department , 11C, Bank Negara Malaysia , Jalan Dato’ Onn 50480 Kuala Lumpur. Tel: 03 2692 5373, 03 2690 7246, 03 2690 7242 Fax: 03 2698 7929 E-mail: recruit@bnm.gov.my

Bank Negara Malaysia is the central bank for Malaysia, established on 26 January 1959. The functions of the Bank are carried out within the context of the broader goals of promoting economic growth, a high level of employment, maintaining price stability and a reasonable balance in the country’s international payments position, eradicating poverty and restructuring society.

20. Western Digital
Website: www.wdc.com
Industry: Manufacturing
Add: The Human Resource Department Western Digital (Malaysia) Sdn BhdLot 3, Jalan SS8/6, Sungei Way Free Industrial Zone47300 Petaling Jaya, Selangor. Tel: 03-7870 5123

Winner of Best Employers in Asia awards, Western Digital is really an excellent organization to be in. You’ll get a chance to get a closer look on the manufacturing operation of enterprise drives, desktop, external and mobile drives.

21. Air Asia
Website: www.airasia.com.my
Industry: Aviation

Air Asia has a record history of being a debt-ridden company turned into a multibillion organization within a span of merely 3 years. Headed by one of Malaysia’s most successful businesspersons, Datuk Tony Fernandez, there’s a limitless chance for your career to reach this sky, as of their planes, once you’re part of this ever growing company.

22. LogicaCMG
Website: www.logicacmg.com/my
Industry: IT outsourcing
Add: 601, Level 6, Uptown 1, No. 1, Jalan SS21/58Damansara Uptown, 47400 Petaling JayaSelangor Darul Ehsan. Tel: +603 7725 6890 Fax: +603 7726 6346

Currently the biggest IT outsourcing provider in Europe, LogicaCMG is continuing to make impact in Asia Pacific. It provides management and IT consultancy, systems integration and outsourcing services to clients across diverse markets including telecoms, financial services, energy and utilities, industry, distribution and transport and the public sector. Formed in December 2002, through the merger of Logica and CMG, the company employs around 20,000 staff in offices across 34 countries and has nearly 40 years of experience in IT services.

23. KPMG International
Website: http://www.kpmg.com
Industry: Financial Services
Add: KPMG/Desa Megat & Co., Wisma KPMG, Jalan DungunDamansara Heights, 50490 Kuala Lumpur, MalaysiaMailing Address:P.O. Box 1004750702 Kuala Lumpur, Malaysia. Tel: 011-60-3-2095-3388 Fax: 011-60-3-2095-0971

KPMG International is the global network of professional services firms providing audit, tax, and advisory services with industry focus. Its aim is to turn knowledge into value for the benefit of its clients, people, and the capital markets. With nearly 94,000 people worldwide, KPMG member firms provide audit, tax, and advisory services from 717 cities in 148 countries.

24. Oracle Corporation
Website: www.oracle.com
Industry: Software/system
Malaysia office: Oracle Corporation Malaysia Sdn Bhd
Level 38 Menara Citibank, 165 Jalan Ampang, 50450 Kuala Lumpur.
Tel: 60-3-2161 8822 Fax: 60-3-2164 3755

For nearly three decades, Oracle, the world’s largest enterprise software company, has provided the software and services that let organizations get the most up-to-date and accurate information from their business systems.

25. Federal Express (FedEx)
Website: www.fedex.com/my
Industry: Logistic & freight forwarding
Selangor service centre in Malaysia: Federal Express Services (M) Sdn Bhd
17 Jalan TSB 8, Taman Industri Sungai Buloh47000 Kota Damansara, Selangor Darul Ehsan
Email: MALrecruit@fedex.com

Federal Express, part of transportation powerhouse FedEx Corporation, connects areas that generate 90 per cent of the world’s gross domestic product in 24 to 48 hours with door-to-door, customs-cleared service and a money-back guarantee. The company’s unmatched air route authorities and infrastructure make it the world’s largest express transportation company, providing fast, reliable and time-definite transportation of more than 3.2 million items in 220 countries each working day. FedEx has more than 138,000 employees, 50,000 drop-off locations, 671 aircraft and 41,000 vehicles in its integrated global network.

26. Deloitte Malaysia
Website: www.deloitte.com
Industry: Financial & tax services
Add: Head Office, Level 19, SS21/58, Damansara Uptown, 47400 Petaling Jaya, P O Box 10093, 50704 Kuala Lumpur.
Tel: +60(3) 7723 6500, +60(3) 7726 1833
Fax: +60(3) 7726 3986, +60(3) 7726 8986
e-mail: myaaa@deloitte.com

Deloitte Malaysia is among the nation’s leading professional services firms, providing audit, tax, consulting, and financial advisory services through nearly 1,100 people in 8 offices throughout the nation. Having built a strong presence with a portfolio of clients spanning a variety of industries, Deloitte Malaysia has a proven record in providing services to some of the world’s largest multi-nationals as well as local enterprises, financial institutions, government bodies, public and newly privatised organisations.

27. Ericsson
Website: www.ericsson.com/my
Industry: Mobile communications
Malaysia address: Ericsson (M) Sdn Bhd3420 Persiaran Sepang63000 Cyberjaya, Selangor. Tel: 03-8314 6000 Fax: 03-8314 6009

Ericsson is the leading telecom supplier in the world. In the Asia Pacific region, Ericsson has over 30 percent market share in mobile communications infrastructure. Ericsson’s net sales in the region for Q3 2005 accounts for 22% of Ericsson’s global sales.Ericsson has a strong presence in Asia Pacific, with 16 operating entities grouped into five market units: Australia & New Zealand, China, India & Sri Lanka, North East Asia (Japan, Korea, Taiwan), and South East Asia (Bangladesh, Indonesia, Malaysia, Philippines, Singapore, Thailand, Vietnam, Myanmar, Cambodia, Laos and Brunei).

28. Samsung
Website: www.samsung.com
Industry: Electronics
Malaysia contact: Suite 3B-9-3A, Level 9, Block 3BPlaza Sentral, Jalan Stesen Sentral 5Kuala Lumpur Sentral, 50470 Kuala Lumpur, Malaysia. Tel: 03-2263 6600 Fax: 03-2263 6666

In this region, Malaysia plays a key role in SAMSUNG’s strategy as both a manufacturing export base as well as a market for high-value technology products. They currently employ a total of 2200 employees in Malaysia. SAMSUNG Electronics offices in Malaysia consist of 1 subsidiary office and 2 manufacturing facilities. In recent years, SAMSUNG has evolved as a major consumer technology brand. We consistently clinch top 3 positions across South-East Asia for televisions, monitors/LCD monitors, side-by-side refrigerators, washing machines and DVD players.

29. Sony Malaysia
Website: www.sony.com.my
Industry: Manufacturing/electronic
Malaysia contact: The Human Resources DepartmentSony (M) Sdn Bhd, No.7, Tanjung Bandar UtamaBandar Utama, Petaling Jaya 47800, Selangor Darul Ehsan. Email: recruits@sony.com.my

Sony has helped developed discerning Malaysians who have come to expect quality, integrity and reliability in audio/visual equipment. Sony’s cutting-edge technology brings sights and sounds, expectations and experiences into the home as well as the office.

30. Berjaya Corporation
Website: www.berjaya.com.my
Industry: Various
Add: BERJAYA LAND BERHAD Group Human Resource & Administration Division11th Floor Menara Berjaya, K L Plaza179 Jalan Bukit Bintang, 55100 Kuala Lumpur.
Email: hr@berjaya.com.my

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