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Chapter 7
Interviewing Candidates

Instructor presentation questions: docwin@tampabay.rr.com

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Basic Features of Interview

An interview is a procedure designed to obtain information from a person through oral responses to oral inquiries A selection interview is a selection procedure designed to predict future job performance on the basis of applicants oral responses to oral inquiries Interview is much better predictor of performance than other selection techniques.

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Types of Interviews
Selection interview A selection procedure designed to predict future job performance on the basis of applicants oral responses to oral inquiries. Appraisal interview A discussion, following a performance appraisal, in which supervisor and employee discuss the employees rating and possible remedial actions. Exit interview An interview to elicit information about the job or related matters to the employer some insight into whats right or wrong about the firm.

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Selection
How its structured

Interviews

The content

How its administered

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Types of Interviews

Structure: - Directive/ Structured interview - Non-directive/ Unstructured interview Interview Content: - Situational interview - Behavioral interview - Job-related interview - Stress interview - puzzle questions

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Contd
Situational interview: A series of job-related questions that focus on how the candidate would behave in a given situation. Best interviews are both structured and situational. Behavioral interview: A series of job-related questions that focus on how they reacted to actual situations in the past. Job-related interview: A series of job-related questions that focus on relevant past job-related behaviors. Stress interview: An interview in which the applicant is made uncomfortable by a series of often rude questions. This technique helps identify hypersensitive applicants and those with low or high stress tolerance.

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Eg. Puzzle Questions

Mike and Todd have $21 between them. Mike has $20 more than Todd. How much money has mike, and how much money has Todd?

$20.50

$0.50

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Examples of Questions That Provide Structure

Situational Questions: 1. Suppose a co-worker was not following standard work procedures. The co-worker was more experienced than you and claimed the new procedure was better. Would you use the new procedure? 2. Suppose you were giving a sales presentation and a difficult technical question arose that you could not answer. What would you do? Past Behavior Questions: 3. Based on your past work experience, what is the most significant action you have ever taken to help out a co-worker? 4. Can you provide an example of a specific instance where you developed a sales presentation that was highly effective? Job Knowledge Questions: 5. What factors should you consider when developing a television advertising campaign?

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Contd

Administering the interview: - One on One interview - Sequential/serial interview - Structured sequential interview and Unstructured sequential interview - Panel interview - Mass interview - Phone and video interviews Computerized interview - Typical computerized interviews are of multiple choice format. Eg. How would your supervisor rate your customer service skills? a. Outstanding b. Above average c. Average d. Below average e. Poor - Cisco system follows web assisted interviews. - Computers are impersonal and not judgemental - Saving of time

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Are Interviews Useful?

Interviews are a good predictor of performance Interviews should be structured and situational Be careful what types of traits you try to assess Various factors can undermine interviews usefulness.

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What Can Undermine Success in an Interview?

First impressions (Snap judgements)

- Test score, Resume

- 85% recruiters make their minds before interview - If prior information is negative, it damages the impression, unfav. References - Search for negative information and negative information has more impact than positive ones - Acc. To London based psychologist, for good impression you dont need to open your mouth.

Job misunderstanding (Stereotypes) Candidate order error and pressure to hire - Researchers told one group to assume they were behind recruiting quota and second
group was ahead. - Those behind evaluated same recruits more highly than those ahead.

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Contd
Nonverbal behavior and impression management

- Eye-contact, Energy level, look alive, physical attractiveness, personality - Impression management: - Ingratiation (Appear to agree with opinions) and self promotion tactics
- Chances of distort personality and obscure relationship

Effect of personal characteristics: Attractiveness, Gender, Background

- In a study, subjects had to evaluate candidates for promotion based on

photographs - Racial discrimination - Example: Two white and two black were send to employment agency and treated differently.

Interviewer behavior

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Effect of Personal Characteristics

Attractiveness

Gender Race

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Designing Effective Interview

The structured situational interview: - A series of job oriented question with predetermined answers that interviewers ask of all applicants for the jobs. - Basic idea is to write job related questions and have experts to write their answers rated from good to poor. - Use of descriptive anchored rating scale. Steps/ Procedure Structure Preparation for the interview Establish rapport Ask questions and closing the interview Review the interview Practical Approach

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5 Steps in Structured Interview

Job Analysis Rate the Job Duties Create Interview Questions Create Benchmark Answers Appoint Panel & Conduct Interviews

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Contd : Steps
Example: For a supervisory candidate, the interviewer might ask the situational question: - Your spouse and two teenage children are sick in bed with colds. There are no relatives or friends available to look on them. Your shift starts in 3 hours. What would you do in this situation? - Benchmark answers: 1. Id stay home-my spouse and family comes first (1 - poor) 2. Id phone my supervisor and explain my situation (3 - marginal) 3. Since they only have colds, Id come to work (5 - good)

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How to Structure and Conduct Your Interview

1. Base questions on actual job duties 2. Use knowledge, situational questions for evaluation 3. Train interviewers 4. Use same questions with all candidates. 5. Use descriptive rating scales to rate answers 6. Use panel interviews 7. Use a structured interview form 8. Control the interview 9. Take a brief notes during the interview to overcome recency effect. (Putting too much weight on the last few minutes of the interview)

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Prepare for the Interview

Do interview in a quiet room with no interruptions. Review resume and candidates application prior to interview. Know the duties of the job Focus questions on skills that are a must Dont make snap judgments

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Establish Rapport & Ask Questions

Put the interviewee at ease Greet the applicants Behave courteously with drop ins Be aware of the applicants status Follow your list of questions Ask situational or similar structured questions by following the list of questions

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Ask Questions: Dos and Donts of asking questions

Dont ask questions that can be answered in yes or no Dont put words in the applicants mouth for desired answer Dont be inattentive Dont interrogate the person if the applicant is criminal Ask open ended questions Dont monopolize the interview and encourage the candidate to express thoughts fully. Try to draw the opinion of the applicant To get candid answers mention that reference check would be done. Ask for examples in case of accomplishments

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Close and Review Interview

Leave time to answer questions End on a positive note Inform the status of candidates in writing if it is the policy of the organization. Rejections should be diplomatic Explanation for rejection makes the candidate feel that the process was fairer. Review notes and fill in structured form Minimize snap judgments

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Contd: Streamlining Interviews (Practical Approach)

Interviewer must get questions around these four factors answered: Knowledge and experience, Motivation, Intellectual capacity and Personality factor College experience Work experience Goals and ambition Self assessment Military experience Present outside activities

Follow the plan Match the candidate to the job

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How to Be a Good Interviewee (Appendix)

Be prepared by learning about the company, the job and the recruiters Uncover the interviewers real needs and relate to those needs Pause, think, then speak Appearance and Enthusiasm are necessary Nonverbal behavior important Make a good 1st impression Ask questions

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THANK YOU