Interviewing Candidates - Types Of Interviews- Human Resource Management
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The document outlines the key elements of effective interviewing techniques, including various types of interviews, factors affecting their usefulness, and structured situational interviews. It emphasizes the importance of preparing and structuring interviews effectively, training interviewers, and using objective criteria to evaluate candidates. Additionally, it includes practical guidelines for both interviewers and interviewees to enhance the interview process.
Interviewing Candidates - Types Of Interviews- Human Resource Management
- 2. 7–2 After studying this , you should be able to: 1.1. List the main types of selection interviews.List the main types of selection interviews. 2.2. Explain and illustrate at least six factors that affect theExplain and illustrate at least six factors that affect the usefulness of interviews.usefulness of interviews. 3.3. Explain and illustrate each guideline for being a moreExplain and illustrate each guideline for being a more effective interviewer.effective interviewer. 4.4. Effectively interview a job candidate.Effectively interview a job candidate. 5.5. Describe a structured situational interview.Describe a structured situational interview. 6.6. List the steps in a streamlined interview process.List the steps in a streamlined interview process. 7.7. List the guidelines for interviewees.List the guidelines for interviewees.
- 3. 7–3 Basic Features of InterviewsBasic Features of Interviews Interview Structure Interview Administration Selection Interviews Interview Content
- 4. 7–4 Types of InterviewsTypes of Interviews Selection Interview Appraisal Interview Exit Interview Types of Interviews
- 6. 7–6 FIGURE 7–1 Officer Programs Applicant Interview Form Source: Adapted from http://www.uscg.mil/jobs/dc/DCPr ograms/OProgramForms/PDFS/D CA/Interview%20CG-5527.pdf. Accessed May 9, 2007.
- 7. 7–7 FIGURE 7–1 Officer Programs Applicant Interview Form (continued) Source: Adapted from http://www.uscg.mil/jobs/dc/DCPr ograms/OProgramForms/PDFS/D CA/Interview%20CG-5527.pdf. Accessed May 9, 2007.
- 8. 7–8 Interview ContentInterview Content Situational Interview Stress Interview Behavioral Interview Job-Related Interview Types of Questions
- 9. 7–9 Administering the InterviewAdministering the Interview Unstructured Sequential Interview Structured Sequential Interview Panel Interview Mass Interview Phone and Video Interviews Computerized Interviews Web-Assisted Interviews Ways in Which Interviews Can Be Conducted
- 10. 7–10 What Can Undermine An Interview’s Usefulness?What Can Undermine An Interview’s Usefulness? Nonverbal Behavior and Impression Management Applicant’s Personal Characteristics Interviewer Behavior Factors Affecting Interviews First Impressions (Snap Judgments) Interviewer’s Misunderstanding of the Job Candidate-Order (Contrast) Error and Pressure to Hire
- 11. 7–11 Designing and Conducting An EffectiveDesigning and Conducting An Effective InterviewInterview • The Structured Situational InterviewThe Structured Situational Interview Use either situational questions or behavioralUse either situational questions or behavioral questions that yield high criteria-related validities.questions that yield high criteria-related validities. Step 1:Step 1: Job AnalysisJob Analysis Step 2:Step 2: Rate the Job’s Main DutiesRate the Job’s Main Duties Step 3:Step 3: Create Interview QuestionsCreate Interview Questions Step 4:Step 4: Create Benchmark AnswersCreate Benchmark Answers Step 5:Step 5: Appoint the Interview Panel and ConductAppoint the Interview Panel and Conduct InterviewsInterviews
- 12. 7–12 How to Conduct a More Effective InterviewHow to Conduct a More Effective Interview 1 2 3 4 5 Suggestions: Prepare for the Interview Structure Your Interview Establish Rapport Ask Questions Close the Interview 6 Review the Interview
- 13. 7–13 Effective InterviewsEffective Interviews • Structure the Interview:Structure the Interview: 1.1. UseUse job knowledge, situational or behavioral questions,job knowledge, situational or behavioral questions, andand objective criteria to evaluate interviewee’s responses.objective criteria to evaluate interviewee’s responses. 2.2. Base questions onBase questions on actual job dutiesactual job duties.. 3.3. Train interviewers.Train interviewers. 4.4. Use the same questions with all candidatesUse the same questions with all candidates.. 5.5. UseUse descriptive rating scalesdescriptive rating scales (excellent, fair, poor) to rate(excellent, fair, poor) to rate answers.answers. 6.6. UseUse multiple interviewersmultiple interviewers or panel interviews.or panel interviews. 7.7. If possible, use aIf possible, use a standardized interview formstandardized interview form.. 8.8. Take controlTake control of the interview.of the interview. 9.9. TakeTake brief, unobtrusive notesbrief, unobtrusive notes during the interview.during the interview. 10.10. Close the interview positively and review it soon.Close the interview positively and review it soon.
- 14. 7–14 FIGURE 7–2 Examples of Questions That Provide Structure Source: Michael Campion, David Palmer, and James Campion, “A Review of Structure in the Selection Interview,” Personnel Psychology (1997), p. 668. 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? Background Questions 5. What work experiences, training, or other qualifications do you have for working in a teamwork environment? 6. What experience have you had with direct point-of-purchase sales? Job Knowledge Questions 7. What steps would you follow to conduct a brainstorming session with a group of employees on safety? 8. What factors should you consider when developing a television advertising campaign?
- 15. 7–15 FIGURE 7–3 Suggested Supplementary Questions for Interviewing Applicants 1. How and why did you choose this line of work? 2. What did you enjoy most about your last job? 3. What did you like least about your last job? 4. What has been your greatest frustration or disappointment on your present job? Why? 5. What are some of the pluses and minuses of your last job? 6. What were the circumstances surrounding your leaving your last job? 7. Did you give notice? 8. Why should we be hiring you? 9. What do you expect from this employer? 10. What are three things you will not do in your next job? 11. What would your last supervisor say your three weaknesses are? 12. What are your major strengths? 13. How can your supervisor best help you obtain your goals? 14. How did your supervisor rate your job performance? 15. In what ways would you change your last supervisor? 16. What are your career goals during the next 1–3 years? 5–10 years? 17. How will working for this company help you reach those goals? 18. What did you do the last time you received instructions with which you disagreed? 19. What are some things about which you and your supervisor disagreed? What did you do? 20. Which do you prefer, working alone or working with groups? 21. What motivated you to do better at your last job? 22. Do you consider your progress in that job representative of your ability? Why? 23. Do you have any questions about the duties of the job for which you have applied? 24. Can you perform the essential functions of the job for which you have applied? Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports, Inc. 141 Mill Rock Road East, Old Saybrook, CT © 2004.
- 16. 7–16 FIGURE 7–4 Interview Evaluation Form Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports Inc. 141 Mill Rock Road East, Old Saybrook, CT © 2004.
- 17. 7–17 FIGURE 7–5 Interview Questions to Ask
- 18. 7–18 FIGURE 7–A1 Structured Interview Guide Source: Copyright 1992. The Dartnell Corporation, Chicago, IL. Adapted with permission.
- 21. 7–21 K E Y T E R M S unstructured or nondirective interviewunstructured or nondirective interview structured or directive interviewstructured or directive interview situational interviewsituational interview behavioral interviewbehavioral interview job-related interviewjob-related interview stress interviewstress interview unstructured sequential interviewunstructured sequential interview structured sequential interviewstructured sequential interview panel interviewpanel interview mass interviewmass interview candidate-order errorcandidate-order error