Chapter 6 - Wartburg College

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Chapter 6
Interviewing Candidates
Instructor presentation questions: [email protected]
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Outline of Chapter 6
 Basic features of interviews
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Types of interviews
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Administering the interview
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Structured versus unstructured interviews
Interview content: types of questions
Personal interviews
Computerized interviews
High-performance insight
Online interviews
Are interviews useful?
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Outline of Chapter 6
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What can undermine an interviews
usefulness?
First impressions
 Misunderstanding the job
 Candidate order error and pressure to hire
 Nonverbal behavior and impression management
 Effect of personal characteristics: attractiveness,
gender, race
 Interviewer behavior
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Outline of Chapter 6
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Designing and conducting the effective
interview
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The structured situational interview
 Step 1: Job analysis
 Step 2: Rate the job’s duties
 Step 3: Create interview questions
 Step 4: Create benchmark answers
 Step 5: Appoint the interview panel and
conduct the interviews
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Outline of Chapter 6
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How to conduct an interview
 Structure your interview
 Prepare for the interview
 Ask questions
 Close the interview
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Review the interview A streamlined effective
interview
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High-performance insight
Summary
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What You Should Be Able to
Do
 List the main types of selection
interviews
 Explain and illustrate at least six factors
that affect the usefulness of interviews
 Explain and illustrate each guideline for
being a more effective interviewer
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What You Should Be Able to
Do (Cont.)
 Effectively interview a job candidate
 Explain how to develop a structured or
situational interview
 Discuss how to improve your
performance as an interviewer
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Interview 101
 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
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Basic Types of Interviews
 Selection interview’s three classifications
are to be discussed fully in this chapter
 Appraisal interviews are given following
performance appraisals and will be
discussed later
 Exit interviews are performed when
employees leave the company and will
be discussed in later chapters
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Selection
Interviews
How it’s structured
The content
How it’s administered
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How Interviews Are
Structured
Directive
 Nondirective
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Applicant
Interview
Guide
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Content
 Interview content
Situational
Behavioral
Job related
Stress
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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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Interview Administration
 How administered
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Personal
Unstructured sequential
Structured sequential
Panel
Mass
 Computerized
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Computerized Interviews
 Computers, not people
 Specific questions
 Multiple-choice format
 Rapid-fire sequence
 Requires concentration
 Helps reject unacceptable candidates
 Saves 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
Check out recruiter
chat at this page
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What Can Undermine
Success in an Interview?
 First impressions
 Job misunderstanding
 Candidate order error
 Interviewer behavior
 Personal characteristics
 Nonverbal behavior management
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1. Explain and illustrate the basic ways in which
you can classify selection interviews.
2. Briefly describe each of the following possible
types of interviews: unstructured panel
interviews; structured sequential interviews;
job-related structured interviews.
3. For what sorts of jobs do you think
computerized interviews are most appropriate?
Why?
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Effect of Personal
Characteristics
 Attractiveness
Gender
Race
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5 Steps in Interview Design
Job Analysis
Rate the Job Duties
Create Interview
Questions
Create Benchmark
Answers
Appoint Panel &
Conduct Interviews
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How to Structure and
Conduct Your Interview
 Base questions on actual job duties
 Use knowledge, situational questions
and objective criteria to evaluate
 Train interviewers
 Use same questions
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How to Structure and
Conduct Your Interview
 Rating scales to rate answers
 Use panel interviews
 Use a structured interview form
 Control the interview
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Prepare for the
Interview
 Do interview in a quiet room with no
interruptions
 Review resume and make notes
 Know the duties of the job
 Focus questions on skills that are a must
 Don’t make snap judgments
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Establish Rapport
& Ask Questions
 Put the interviewee at ease
 Begin interview with an ice breaker
 Be aware of the applicant’s status
 Follow your list of questions
 Ask for examples
 Mention you will contact references
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Close and
Review
 Leave time to answer questions
 End on a positive note
 Inform in writing of a decision if that’s
your policy
 Review notes and fill in structured form
 Timely review reduces snap judgments
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How to Be a Good
Interviewee
+ Be prepared by learning about the
company, the job and the recruiters
+ Uncover the interviewer’s real needs
and relate to those needs
+ Pause, think, then speak
+ Nonverbal behavior important
+ Make a good 1st impression, be
enthusiastic
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Streamlining Interviews
 Interviewer must get questions around
these four factors answered
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Knowledge and experience
Motivation
Intellect
Personality
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Questions on the
4 Factors
 What must the candidate know to
perform the job?
 What experience is absolutely necessary
to perform the job?
 Are there any unusual energy demands
on the job?
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Questions on the 4 Factors
 What should the person like doing to
enjoy this job?
 Is there anything the person should
not dislike?
 Are there any essential goals or
aspirations the person should have?
 Are there any specific intellectual
aptitudes required?
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Questions on
the 4 Factors
 How complex are the problems the person
must solve?
 What are the critical personality qualities needed for
success?
 How must the job incumbent handle stress, pressure,
and criticism?
 What kind of interpersonal behavior is required in the
job up the line, at peer level, down the line, and
outside the firm with customers?
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Stick to the Plan
 College experiences
 Work experiences—summer, part time,
full time (one by one)
 Goals and ambitions
 Reactions to the job for which you are
interviewing
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Stick to the Plan
+ Self-assessments (by the candidate of
his or her strengths and weaknesses)
+ Military experiences
+ Present outside activities
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And Find a Match
 Follow the plan
 Probe the four factors
 Summarize the strengths and weaknesses
 Draw conclusions
 Compare with job description
 Bingo!
Check out Toyota
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Summary Slide
 Outline
 What you should be able to do
 Interview 101
 Basic types of interviews
 Selection interviews
 How interviews are structured
 Content
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© 2003 Prentice Hall, Inc.
Summary Slide (Cont.)
 Puzzle questions
 Interview administration
 Computerized interviews
 Are interviews useful?
 What can undermine success in an
interview?
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© 2003 Prentice Hall, Inc.
Summary Slide (Cont.)
 Effect of personal characteristics
 Five steps in interview design
 How to structure and conduct your
interview
 How to structure and conduct your
interview
 Prepare for the interview
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© 2003 Prentice Hall, Inc.
Summary Slide (Cont.)
 Establish rapport & ask questions
 Close and review
 How to be a good interviewee
 Streamlining interviews
 Questions on the 4 factors
© 2003 Prentice Hall, Inc.
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Summary Slide (Cont.)
 Stick to the Plan
 And Find a Match
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Value-based hiring builds
employee commitment

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