Lecture Ten Chapter Twelve Interviewing for Effective Decisions

Lecture Ten Chapter Twelve Interviewing for Effective Decisions

INTERVIEW DEFINED • A CONVERSATION THAT HAS A TIME LIMIT AND AN IDENTIFIABLE PURPOSE OTHER THAN ENJOYMENT

Barriers to Effective Interviews • DIFFERING INTENTION • BIAS • CONFUSING FACTS WITH INFERENCES • NONVERBAL • FIRST IMPRESSIONS • ORGANIZATIONAL STATUS

Possible Remedies • • • Intentions – Both parties intend to have full exchange of information Bias – Recognize personal bias – Halo Effect Facts versus Inferences – Be alert to difference Nonverbal – Primacy Effect (Similar to Halo) First Impressions – Hypothesis Testing Organizational Status

FOCUS FOR EFFECTIVE INTERVIEWS • • • What is the Interview Objective? – Gather general or specific data or persuade Where should it be conducted? What is the best way to begin? – Open with purpose What is best questioning strategy? – Structured – Unstructured – Semi-structured Phrasing – Open-Closed – Primary-Secondary – Neutral-Directed • • Notes Close

INTERVIEW FORMAT • PROBLEM SOLVING – Opening • Greet Interviewee • Establish common ground • State purpose – Body • Define problem • analyze problem • Propose solution • Select solution • Agree on action – Close • Provide summary • Summarize action to take • Make acknowledgments • INFORMATIVE – Opening • Greet interviewee • Establish Common Ground • State purpose – Body • Seek information • Question • Reflect • Verify • Summarize – Close • Provide summary • Summarize action to take • Make acknowledgments

QUESTIONS • Closed Ended (Require specific information and limited response and freedom for interviewee) • Probing Questions (Allows and encourages interviewee to expand on other answers) • Mirror Questions (Reflects back message sent by interviewee and encourages expansion) • Leading Questions (Influences the interviewee to respond a certain way)

NOTES • • • Ask if OK Keep them brief Maintain eye contact Keep from doodling Avoid accentuating something • Review immediately after meeting

MANAGERIAL ROLE IN INTERVIEWS • Make sure that all the information is gathered or the problem solved • Avoid unethical or illegal question • Create the climate which make the interview a positive or conducive experience

TYPES OF SPECIAL INTERVIEWS • • EMPLOYMENT PERFORMANCE REVIEW CONSTRUCTIVE DISCIPLINE COUNSELING

EMPLOYMENT • INTERVIEW LOW IN RELIABILITY AND VALIDITY • INTERVIEW IS THE PRIMARY SOURCE OF INFORMATION USED IN MAKING HIRING DECISIONS

EMPLOYMENT(Continued) • Know the job for which your are interviewing candidates (Characteristics) • Know what a successful candidate looks like (Goal) • Questions • Open • Closed • Establish a procedure (Time, Location, Metrics) • Review credentials ahead of interview • LET INTERVIEWEE TALK • KEEP RECORDS • LEGAL ISSUES – EEOC (Civil Rights Act of 1964) • BFOQ • Affirmative Action • Appropriate Questions

Examples of Structured Interview Questions Type Example Situational You’re packing things into your car and getting ready for your family vacation when it hits you that you promised to meet a client this morning. You didn’t pencil the meeting into your calendar and it slipped your mind until just now. What do you do? Job Knowledge What is the correct procedure for determining the appropriate oven temperature when running a new batch of steel? Worker Some periods are extremely busy in our business. Requirements What are your feelings about working overtime?

Unusual Job Interview Behaviors Based on a nationwide survey of 200 executives conducted by Accountemps, the world’s largest temporary personnel service for accounting, bookkeeping, and information technology, the interview behavior of some jobseekers today can only be described as bizarre. Here are some of the more unusual behaviors respondents witnessed or heard of happening during a job interview: • “Left his dry cleaner tag on his jacket and said he wanted to show he was a clean individual. ” • “After a difficult question, she wanted to leave the room momentarily to meditate. ” • “Applicant walked in and inquired why he was here. ” Fig. 5 -9 a • “Said that if I hired him, I’d soon learn to regret it. ” • “Said if he was hired, he’d teach me ballroom dancing at no charge, and started demonstrating. ” • “Arrived with a snake around her neck. Said she took her pet everywhere. ” © 1998 by Prentice Hall

Unusual Job Interview Behaviors (cont. ) • “Women brought in a large shopping bag of canceled checks and thumbed through them during the interview. ” • “When asked about loyalty, showed a tattoo of his girlfriend’s name. ” • “Applicant indicated that if he wasn’t hired, the future of the company would be jeopardized for confidential reasons. ” Fig. 5 -9 b • Took three cellular phone calls. Said she had a similar business on the side. ” • “She returned that afternoon asking if we could redo the entire interview. ” © 1998 by Prentice Hall

TYPES OF INTERVIEWS PERFORMANCE • USE – Let employees know where they stand – Recognize good work – Communicate areas of improvement – Develop employees in present job – Discuss career paths – Use to measure entire department – Warn certain employees that they must improve • TYPES – HIGH PERFORMANCE – MAINTENANCE – REMEDIAL

SUPPORTIVE ENVIRONMENT See Gibb Pages 274 -277 • DEFENSIVE – – – EVALUATIVE CONTROLLING NEUTRALITY SUPERIORITY CERTAINTY • SUPPORTIVE – DESCRIPTIVE – PROBLEM ORIENTED – EMPATHY – EQUALITY – PROVISIONALISM

FEEDBACK • CONCRETE BEHAVIORS • AVOID INFERENCES ABOUT MOTIVES, INTENTS AND FEELINGS • LIMIT THE NUMBER OF BEHAVIORS DISCUSSED • PROVIDE FEEDBACK CLOSE TO EVENT • GIVE FEEDBACK TO HELP EMPLOYEE NOT STROKE YOUR EGO • ESTABLISH CLEAR GOALS (Numeric if possible)

CONSTUCTIVE DISCIPLINARY • ORAL WARNING - WRITTEN WARNING- LAYOFFDISCHARGE – Is action necessary and appropriate – Be specific about behavior – Be consistent – Conduct it in a private place and immediately after the event – Make sure that the consequences of future problems is clear – Set specific time frame for correction – Record the interview in writing • COUNSELING INTERVIEW (EPA)