Interviewing Candidates Interview An interview is a procedure

Interviewing Candidates • Interview An interview is a procedure designed to obtain information from a person through oral responses to oral inquires. 1

Types of Interviews u Unstructured or nondirective Interview An unstructured conversational-style interview in which the interviewer pursues points of interest as they come up in response to questions. u Structured or directive Interview An interview following a set sequence of questions Situational Interview A series of job-related questions that focus on how the candidate would behave in a given situation. 2

Types of Interviews (Contd. . . ) • Behavioral Interviews 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. 3

Administering the Interviews • Unstructured sequential Interview An interview in which each interviewer forms an independent opinion after asking different questions. • Structured Sequential Interview An interview in which the applicant is interviewed sequentially by several persons; each rates the applicant on a standard form. • Panel Interview An interview in which a group of interviewers questions the applicant. 4

Types of Interviews (Contd. . . ) • Mass Interview A panel interviews several candidates simultaneously. • Computerized Interviews Today, it’s often computers; not people, that administer selection interview is one in which a job candidate’s oral and/or computerized responses are obtained in response to computerized oral, visual, or written questions and/or situations. 5

Factors Affecting Interviews • First Impressions One of the most consistent findings is that interviewers tend to jump to conclusions-make snap judgments-about candidates during the first few minutes of the interview (or even before the interview starts, based on test score or resume data. 6

Factors Affecting Interviews. . . • Misunderstanding the Job It is also important to know what you’re looking for in an ideal candidate. Interviewers who don’t know precisely what the job entails and what sort of candidate is best suited for it usually make their decisions based on incorrect stereo-types of what a good applicant is. They then erroneously match interviewees with their incorrect stereotype. 7

Factors Affecting Interviews. . . • Candidate-order error An error of judgment on the part of the interviewer due to interviewing one or more very good or very bad candidates just before the interview in question. 8

Factors Affecting Interviews. . . • Nonverbal Behavior and Impression Management – Interviewers’ inferences of the interviewee’s personality from the way he or she acts in the interview have a large impact on the interviewer’s rating of the interviewee. – Clever interviewees attempt to manage the impression they present to persuade interviewers to view them more favorably. 9

Factors Affecting Interviews. . . • Effect of Personal Characteristics: Attractiveness, Gender, race Interviewers tend have a less favorable view of candidates who are: • Physically unattractive • Female • Of a different racial background • Disabled 10

Factors Affecting Interviews. . . • Interviewer behaviors affecting interview outcomes – Inadvertently telegraphing expected answers. – Talking so much that applicants have no time to answer questions. – Letting the applicant dominate the interview. – Acting more positively toward a favored (or similar to the interviewer) applicant. 11

DESIGNING AND CONDUCTING THE EFFECTIVE INTERVIEW • The structured Situational Interview Ø Step: 1 Ø Ø Step: 2 Step: 3 Step: 4 Step: 5 Interviews Job Analysis Rate the Job’s main Duties Create Interview Questions Create Benchmark Answers Appoint the Interview Panel and Conduct The panel usually consists of three to six members, preferably the same employees who wrote the questions and answers. 12

How to conduct a more effective Interview? • 1. 2. 3. 4. 5. 6. 7. Structure your Interview: Base questions on actual job duties. Use job knowledge, situational, or behaviorally oriented questions and objective criteria to evaluate the interviewee’s responses. Train Interviewers. For example, review EEO laws with prospective interviewers. Use the same questions with all candidates. Use rating scales to rate answers. For each questions, provide a range of possible ideal answers and a quantitative score for each. Then you can rate each candidate’s answers against this scale. This ensures that all interviewers are using the same standards. Control the interview. Take brief, unobtrusive notes during the interview. 13

How to conduct a more effective Interview? … • 1. Prepare for the Interview The interview should take place in a private room where telephone calls are not accepted and you can minimize interruptions. 2. Prior to the interview, review the candidate’s applications and resume, and note any areas that are vague or that may indicate strengths or weaknesses. • Establishing Rapport The main reason for the interview is to find out about the applicant. To do this, you need to put the person at ease. Greet all applicants-even drop-ins-courteously and start the interview with a non-controversial question-perhaps about the weather. 14

How to conduct a more effective Interview? … • Ask Questions. Follow your list of questions. • Close the Interview • Review the interview • Some Questions to Ask Interviewees Ø Why do you want to change jobs or why did you leave your last job? Ø What do you identify as your most significant accomplishment in your last job? Ø What did you like and dislike about your last job? Ø What best qualifies you for the available position Ø What interests you most about the available position 15