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Employment - Discrimination - Promotion<
> Interview Techniques

Public speaking seems to be a problem with most people so it is no surprise that most people spend countless hours preparing for an interview as if they are going to speak in front of thousands of people.

Why is the Interview so Important?

Simply said; if you want the job then you better nail the interview. The interview is the gateway to having the job offered to you. If you are confident in your abilities and can vocalize them then you will more then likely receive and offer.

How can I prepare for the Interview?

First thing is to make sure you are well groomed. It is ok to dress up in a dark suit and matching tie for men or a nice dark business suit for women. Men should be clean shaven with a neat hair cut. Women should have their hair neat and also wear stockings and matching shoes. Heals are ok but not to the point where the woman seems awkward walking in them. Another thing you can do is practice what you are going to say to the interviewer in front of a mirror or other people.

Other Interview Techniques

Always shake the interviewers hand firmly, sit straight up, and pay attention. Always make sure to answer the interviewers questions accurately and concisely. It is a good idea to study about the companys history and current events just in case there is a mention of it. Always be prepared and do not let your eyes wander around the room. Do not bite your fingernails or show any signs of outward nervousness. The interviewer will read your body language and even though body language doesnt show your ability to perform a job, the interviewer will still take it into consideration.

In the recent case of Famy v Hilton UK Hotels Ltd 2006, an employee complained of discrimination in relation to promotion opportunities. The employee was of Filipino background and had been employed as a bar supervisor in central London from June 1984 to October 2004. During this time the position of bar manager became available several times. However, it was always external applicants who were appointed. The vacancies were advertised externally and internally. When the positions had become available, the employee had not formally applied for them and subsequently had not been considered for promotion.

On one occasion in 2000, the employee applied for a vacancy as a bar manager. He was informed that the position no longer existed due to the restructuring of the catering department. Following the restructuring in 2004, the position was again advertised both externally and internally. This new position was for the management of three bars which existed within the hotel. The employee expressed a desire to take on the management of the cocktail bar, but no such position existed. The employer said that bar manager role was for all three bars. As the employee did not want to manage all three, he did not apply for the role.

The employee then commenced grievance proceedings against the employer and resigned in early December 2004. He complained that he had been continually overlooked for the position as bar manager. He issued proceedings before the Employment Tribunal (?Tribunal?). He argued the following:

* The failure to promote him to bar manager was due to racial discrimination by the employer; and

* The grievance procedure was tainted by racial discrimination.

The Tribunal ruled against the employee as there was insufficient evidence to prove racial discrimination by the employer. The employee subsequently appealed to the Employment Appeals Tribunal (?EAT?). The appeal was dismissed.

The EAT found the following based on the facts presented before them:

* The positions had been advertised both internally and externally

* The applicants who had been assigned to the positions had actually applied for them

* The employee had not applied for those positions; and

* When the employee had applied for the position of bar manager, the position did not exist.

The EAT held that the applicants who had been appointed to the positions would have been treated in the same way as the employee. In those circumstances, the employee failed to make out a case for racial discrimination. The Tribunal was entitled to rule that there was no discrimination.

? RT COOPERS, 2006. This Briefing Note does not provide a comprehensive or complete statement of the law relating to the issues discussed nor does it constitute legal advice. It is intended only to highlight general issues. Specialist legal advice should always be sought in relation to particular circumstances.

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