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Agenda
Introduction
Types of interviews
Types of Interview
Interview review
The interviewee
Interviewer errors
Definitions
INTERVIEWING:
Interviews are in essence guided
dialogues to gain information,
made effective by using a well
prepared interview guide
A Definition Of An Interview
An interview
is a presentation of self for the
interviewer, the interviewee, and the
organization.
1.
Gather
2.
Analyze
3.
Decide
4.
Act
Opening
the Interview
5%
Gathering
Information
80%
Giving
Information
10%
Closing
the Interview
5%
Making small
talk
Making the
candidate
comfortable
Introducing
yourself
Structuring the
interview
Gathering
Information
80%
Giving
Information
10%
Closing
the
Interview
5%
Gathering
Information
80%
Using openended
behavior
questions
Probing
Evaluating
Giving
Information
10%
Closing
the
Interview
5%
Gathering
Information
80%
Giving
Information
10%
Telling
about the
job
Selling the
opportunit
y
Closing
the
Interview
5%
Opening
the
Interview
5%
Gathering
Informatio
n
80%
Giving
Informatio
n
10%
Closing
the
Interview
5%
Describin
g next
steps and
timing
Thanking
the
candidate
Opening
the
Interview
5%
Making small
talk
Making the
candidate
comfortable
Introducing
yourself
Structuring
the interview
Gathering
Informatio
n
80%
Using openended
behavior
questions
Probing
Evaluating
Giving
Informatio
n
10%
Telling
about the
job
Selling
the
opportuni
ty
Closing
the
Interview
5%
Describin
g next
steps and
timing
Thanking
the
candidate
Structuring An Interview
Beginning
Welcome
the candidate
Panel Introductions
Advise candidate of
interview structure
Initial note-taking
Middle
Competency based
questioning
Note-taking
End
Invitation to candidate to ask
questions
Post Interview
After the candidate has left the room each panel member and the Chair comes to their
initial individual assessment of the candidate against each of the Core Competences. This
should be done without discussion, so there is no undue influence on any individuals
assessment. Panel members may, however, wish to refer to each others notes of the
interview.
The rating scale for recruitment for most posts in the MOJ that are underpinned by
competences is:
0 No Evidence
1 Some Evidence
2 Demonstrated
3 A Strength
Panel members will then total up these ratings to arrive at their initial overall mark.
The Chair will then ask the panel members to disclose their marks, then disclose his/her own.
The panel should then discuss their ratings and attempt to agree a mark for each Core
Competence.
This is not essential but any major discrepancies should be resolved. An overall mark is then
agreed and the rating form completed .
Recording Evidence
AVOID:
Making general classificatory statements such as he was
insensitive to others or she showed poor leadership
Interpreting actions sounds like she left her previous job
because she couldnt cope
Imparting feelings to the actions such as he was disappointed
about his performance
Describing underlying personality characteristics such as she
was conscientious and disciplined
Identify the candidate who has best demonstrated the desirable criteria
(a candidate who has partially met the criteria may still be considered)
Interview Objectives
Interview Format, Screening & Listening.
20
Execution
Interview
schedule
Interview
guides
What questions
are you going to
ask?
Interview
Structure
Rapport
Listen
Probe
Clarify
Review
Interview
notes format
Name
Position
Rationale
Date
John Smith
R&D Manager
Roy Wilkinson
Head of metalurgical
research
Bob Johnson
Lab assistant
27/4
23
Interview execution
Interviews are exceptionally rich sources of information. However, no
two interviewees are alike: some tend to ramble, others are suspicious
and curt, some will need only the slightest encouragement to speak
their minds, while others will have to be guided along.
The interviewers job is to conduct the interview to gather the
information required, which takes skill, practice and structure.
Once you have concluded your interviews, they must be summarised
to yield the big picture.
Your questions should therefore allow for valid comparison and
summarisation of your interviewees viewpoints.
25
Always state the reason for the interview and how it will be conducted
Body
Wrapup
Advise them what the next steps are and the timeframe
Build rapport
Your interview needs to balance the building of rapport and collecting of
required information.
Introduction
Gain rapport first. Explain the context, set the tone, and make the
interviewee feel at ease. The introduction serves to:
Introduce yourself
use non-verbal cues such as head nods to show you are listening.
wait until the current question is answered before preparing the next one
ask how, what or when but avoid the intimidating why question
be concise
Open questioning
Examples:
So what do you enjoy about the role?
Are there any other issues I should be aware of?
Advantages
Disadvantages
29
Closed questioning
Examples:
Is the new form better or worse than the old form?
Is it Mary or Jane who enter the application details?
Do you stamp the form before or after the details are
recorded?
Advantages
Focuses interviewee
Disadvantages
Probe questioning
Probe questioning is honing in on a particular area of interest and
drilling down to obtain more detail. It includes asking for more
information to clarify a vague phrase or statement made by the
interviewee such as quite high or often late. Probe questioning
needs to be balanced with open and closed questioning to avoid
the interview seeming like an interrogation.
Examples:
How does that happen?
How did that change impact your department?
What specifically do they do as a result of that?
Advantages
Shows interest in
conversation
Disadvantages
31
Paraphrasing
Interview review
A standard interview note format is useful in orienting interviews to results:
Key Steps
Write
Writeinterview
interviewnotes
notes
as
assoon
soonas
aspossible
possibleafter
afterthe
the
interview
interview
Outline
Outlinekey
keyfindings,
findings,
note
noteemerging
emerginghypotheses
hypotheses
Consider
Considerhow
howfindings
findingsfitfit
with
withearlier
earlierevidence
evidence
Identify
Identifygaps
gapstotobe
be
filled
in
subsequent
filled in subsequent
interviews
interviews
Format
Interview
InterviewNotes
Notes
Interviewees:
Interviewees:
Interviewers:
Interviewers:
Location:
Location:
Date:
Date:
KEY
KEYFINDINGS
FINDINGS
BACKGROUND
BACKGROUNDAND
AND
SITUATION
SITUATION
DISCUSSION
DISCUSSIONNOTES
NOTES
NEXT
NEXTSTEPS
STEPS
Do not
Types of Interview
The
The
The
The
The
Screening Interview
Selection Interview
Group Interview
Panel Interview
Stress Interview
Screening Interview
Your first Interview with a particular employer will often be the
screening Interview.
This is usually an Interview with someone in human resources;
it may take place in
person or on the telephone. He or she will have a copy of your
resume in hand and
will try to verify the information on it. The human resources
representative will want
to find out if you meet the minimum qualifications for the job
and, if you do, you will
be passed on to the next step.
Selection Interview
The selection Interview is the step in the process that makes people
the most anxious. The
employer knows you are qualified to do the job, while you may have
the skills to perform the
tasks that are required by the job in question; the employer needs
to know if you have the
personality necessary to "fit in." However, more than one person
being Interview ed for a
single opening may appear to fit in. So job candidates are often
invited back for
several Interviews with diferent people before a final decision is
made.
Stress Interview
Stress Interview is a technique sometimes used
to weed out candidates who cannot handle
adversity. The Interviewer may try to artificially
introduce stress into the Interview by asking
questions so quickly that the candidate doesn't
have time to answer each one. Another Interviewer
trying to introduce stress may respond to
candidates answers with silence. The Interviewer
may also ask weird questions, not to determine
what
the candidate answers, but how he or she answers.
Behavior-Based Interviewing
WHAT is it ?
Behavior-Based Interviewing
WHY use it ?
Behavior-Based Interviewing
Specific Experiences
Probes
Clarify
Situation
Action
Result
Tips
Tips
Maintenance
Note Taking
Types of Questions
Self-Evaluation / Opinion
Open-ended questions
require explanation . . .
candidate must organize
thoughts
- Describe, How, Explain,
Tell me, What
Types of Questions
Hypotheticals
Open-Ended
Behavior Questions
Age
Race
Sex
Marital Status
National origin/ancestry
Religious denomination
Disability
Stand on civil rights
Arrest record
There may be times when you need to control the flow of information a little
while you monitor its relevance.
These invite only a one-word or very brief answer. They often start with:
The replies are likely to be explicit and factual a date, a place, a name, a number.
Did you ?
Have you ?
Could you ?
Will you .?
The replies should tell you whether the candidate did or didnt or has or hasnt.
Judicious use of closed questions helps to clarify or confirm factual data. It also speeds up the pace of a
slow-moving interview. They are therefore rather more useful than they might appear at first . Where they can be
counterproductive is where the candidate is already inclined to staccato replies. Then you really will have to
provide every encouragement for him or her to open up.
Questions which state or imply You do, dont you? demand the
answer Yes.
What else?
What then?
or any other question that gets you closer to the situations described by the
candidate. If a very positive picture is being painted, probe to see if there
is another side to the story. If the picture that is emerging appears
negative, be equally rigorous in probing for examples or information which
may counterbalance this.
Probing questions are the best method of gathering evidence competence,
on the basis that past behavior is the best predictor of future performance.
See overleaf for some examples of competency-based probing questions.
Stereotyping
Snap Judgments
Negative Information
Horns/Halo Effect
Prejudice
Whether the stereotype is physical (People with red hair have quick
tempers), racial (Indians always work really hard), or social (Hes one
of the lads; it would be good to have him on board) avoid them at all
costs
Snap Judgments: First impressions do count, but they are often wrong.
Resist the temptation to put too much weight on the first few minutes of
the interview unless you really need someone who makes an instant
impact. Examine the evidence against all the relevant criteria, not just the
physical appearance or interpersonal skills you register as the candidate
walks in.