“Facing Interview for SIP”

Unit III
Learning Outcomes: Facing Interview for SIP

After studying this unit, you will be able to:

• Explain the meaning, nature and types of

interviews.

• Discuss the art of conducting interviews.

• Explain how to successfully attend interviews.

• Discuss the types of questions being asked by the

interviewers, during the interview.
 Introduction: Interview
• Interview is a formal mechanism through which the recruiters or the
companies or the organizations are able to find the employees who are the
most suitable to the jobs for which the interviews are held.
• An interview is widely used not only in employee’s selection, but also for
placement, orientation, disciplinary action, exit or separation, counseling
and general problem solving.
• An interview reveals the views, ideas and attitude of the person being
interviewed as well as the skills of the interviewer.
• Both the interviewee and the interviewer must be well prepared for the
interview.
• Interviews are always goal-oriented, with the aim to assess suitability and
make a selection.
 What is an Interview?
The term ‘interview’ has been derived from the French word
‘entre voir’ that means ‘to glimpse’ or ‘to see each other’.

• It means a meeting for obtaining information by questioning a

person or persons.

• An interview is a classic example of communication that takes

place through “the process by which meanings are exchanged
between people through the use of a common set of symbols”.
 Definition
• The Oxford Advanced Learner’s Dictionary provides the following definitions of
interview: “An interview is a conversation between two or more people (the
interviewer and the interviewee) where questions are asked by the interviewer to
obtain information from the interviewee”.
• “A formal meeting in person, especially one arranged for the assessment of the
qualifications of an applicant”.
• “A private meeting between people where questions are asked and answered
about somebody’s life, opinions etc.”
• An interview can be defined as an oral tool to test a candidate’s traits for
employment or admission to a premier institution of learning. Being an oral test,
it calls for your skills of oral and non-verbal communication to support your
performance before a panel of experts.
 Definition of Interview
• “An interview is a conversation between two or more people (the
interviewer and the interviewee) where questions are asked by the
interviewer to obtain information from the interviewee” ~
Oxford Advanced Learner’s Dictionary

• “A formal meeting in person, especially one arranged for the

assessment of the qualifications of an applicant”.

• “A private meeting between people where questions are asked and

answered about somebody’s life, opinions etc.”
 Nature of Interviews
• An interview has a wide variety of uses in business and corporate-related jobs.
• Job applicants are hired on the basis of interviews.
• Employees who experience personal problems may be given counselling through interviews.
• In many organizations, managers regularly evaluate the performance of their subordinates
through schedule appraisal interviews.
• Disciplinary interviews are conducted with workers who are involved in job-related
problems, which lead to indiscipline in organizations.
• Through an exit interview programme, a company makes efforts to learn the reasons why
employees leave.
• When new employees join, they are often oriented to their duties through an induction
interview.
• Even through the interview, the management of an organization can acquire and transmit
much of the information required for efficient operations.
 Issues in Interviews
• However, a large number of employment interviews
have resulted in the selection of unsuitable individuals
• Counselling interviews often do not resolve problems
• Disciplinary interviews may not result in changed
behaviours.
• Hence, business people no longer believe that anyone
who can carry on a conversation can conduct an
effective interview.
 Nature of Interview
• Because the interview has a predetermined purpose, it
is more formal than a conversation.
• Interviews are clearly structured.
• They comprise of an opening, a body and a closing, and
the participants have specific roles. In contrast, many
conversations appear formless.
• Conversations may involve an exchange of information,
but the exchange is a universal and essential
characteristic of an interview.
Purposes of Holding Interviews
Selection

• Interview helps to select a right person for a right job. Through an interview, the potentialities of
interested recruits are assessed.

Promotion

• For assuming capabilities and competencies required for higher positions, interview is the most potent
tool.

Performance appraisal

• Through interviews, performance is appraised. Feedback regarding performance may be

communicated through interviews.

Exit opinions

• When a person leaves, the exit opinions are invited through exit interviews to determine a person’s
reasons for leaving the organization. This helps the organization to build a better work climate.

Counselling

• Interviews help individuals to develop themselves through counseling. For counselling, useful
information is extracted and requisite feedback data is also transmitted back.
 Other Purposes
Admission interview of a
candidate for admission Interrogation of a person
to a course in higher by the police about some
education/professional happening.
training.

An interview given by a
celebrity in a question-
answer session to a
selected audience.
 Features of Interviews
• There is a definite purpose, and it is known both to the interviewer
and the interviewee.
• Both the parties need to prepare for the communication event.
• All interviews are prearranged. The only possible exception is the
dismissal interview.
• There are at least two participants in the event—an interviewee
and an interviewer. But in common practice, there can be one
interviewee facing more than one interviewer.
• There is clear exchange of information. The information exchanged
may or may not be kept secret.
The Structure of an Interview

Opening/Start Closing

Middle/Main
Body
Structure of Interview : 1. Opening/Start

(a) Introduction

(b) Statement of the purpose of the meeting.

(c) Making the other person comfortable.

(d) Creating an atmosphere of relaxed open-minded

approach, commitment to the purpose stated above,
and preparing to start discussing things frankly.
Structure of Interview: Middle/Main Body

(a) Aim at exchange of information.

(b) Keeping the discussion to the point.

(c) Listen attentively and patiently.

(d) Keep eye-to-eye contact.

(e) Give carefully thought out answers.

(f) Make sure to cover tile agenda.

(g) Take care that interruptions, if any, are polite.

Structure of Interview: Closing
(a) Summing up the discussion/exchange of information.

(b) Describing the action decided upon.

(c) Avoiding a hurried or abrupt ending.

(d) Closing on a positive note.

(e) Exchanging feelings of gratitude, thankfulness for favour of

interview, etc.
(f) Confirming the worthwhileness of the
interview/communication event/meeting
Chronology of the Interview
Going through almost a common sequence, most selection
interviewers follow the following chronology:
2. Company 3. Candidate
1. Introduction 4. Conclusion
Information Assessment
(2 to 5 minutes) (3 to 5 minutes)
(5 to 10 minutes) (10 to 30 minutes)
• (a) Causal talk • Company profile • (a) Qualifications • (a) Interviewer
• (b) Smile, • Products/ Services • (b) Achievements determines and
handshake, etc. • Job role • (c) Questions suggests when a
response will be
forthcoming.
• (b) Candidate tries
to summarize
his/her
qualifications,
reaffirms interest (1
to 2 minutes).
• (c) Candidate may
ask a few questions
 Job Interview
• A job interview is your chance to show an employer what he/she
will get if you are hired.
• That is why it is essential to be well prepared for the job interview.
• Preparing means knowledge about the industry, the employer, and
yourself.
• It means paying attention to details like personal appearance,
punctuality, and demeanour.
• Knowledge is your best weapon. Research the industry and the
company. Practice answering the questions you might be asked.
Also know about the type of interviews
 Types of Interviews
• Employment/Job Interview

• Promotion Interview

• Orientation Interview
– to acquaint the new employee with his job and with the organization.

– To establish a positive relationship between the employer and the employee

• Reprimand Interview
– To improve the work performance.

– To prevent the recurrence of such offences.

– To protect other employees from the malaise of anti-organizational behaviour.

• Appraisal Interview - This interview is more a discussion than question-answer. The focus is
on the career development of the employee, shortcomings, areas which need
improvement; areas which can be further strengthened, training needs, job enrichment and
opportunities for promotion, etc.
 Types of Interviews

• Stress Interview - One type of stress interview is where the employer uses a
succession of interviewers (one at a time or en masse) whose mission is to
intimidate the candidate and keep him/her off-balance. The ostensible
purpose of this interview is to find out how the candidate handles stress.

• Exit Interview - an interview conducted by an employer of a departing

employee. They are generally conducted by a relatively neutral party, such
as a human resources staff member, so that the employee will be more
inclined to be candid, as opposed to worrying about burning bridges.

• Correctional Interview - A correctional interview is conducted to take

corrective action or disciplinary measures against an employee who has
• Behavioural Interview - based on the notion that a job candidate’s previous behaviours are the best
indicators of future performance. In behavioural interviews, the interviewer asks candidates to recall
specific instances where they were faced with a set of circumstances, and how they reacted.

• Informational Interview - meeting in which a job seeker asks for advice rather than employment. The
job seeker uses the interview to gather information on the field, find employment leads and expand
their professional network. This differs from a job interview because the job seeker asks the questions.

• Case Interview - A case interview is a job interview in which the applicant is given a
question/situation/problem/ challenge and asked to resolve the situation. The case problem is often a
business situation or a business case that the interviewer has worked on in real life.

• Structured, Semi-structured and Unstructured Interviews -

• Panel Interview

• Problem Interview - A problem interview is a meeting with a problem employee. An employee whose
performance or behaviour is unsatisfactory in spite of warning represents a problem. An interview is
more likely to suggest a solution than warnings and notices.
• Group Interview - In a group interview, several job candidates are
interviewed at once.
• Screening Interview - Your first interview with a particular employer - will
have a copy of your resume in hand and will try to verify the information on
it - will want to find out if you meet the minimum qualifications for the job
and, if you do, will be passed on to the next step.
• Walk-in-Interview - When a company is urgently in need of employees
• Mock Interview
• Telephone Interview
• Technical Interview - The questions aim at your problem solving skills and
likely show your ability and creativity. Sometimes these interviews will be
on a computer module with multiple-choice questions.
Employment/Job Interview
• The purpose is to evaluate an interviewer who is applying for a
post in the organization.
– The applicant may be an outsider who has applied for a post in the
organization and is thinking of joining it.
– A current employee seeking a transfer to another position or city within
the organization.
• Interviewer attempts to learn about the applicant’s educational
qualifications, his past experience, his personal goals, his
knowledge and his achievements in similar type of work.
• Applicant has a purpose to evaluate the position of the
organization, its potential as a satisfying place to work.
Fundamental Principles of Interviewing
1. Ask questions that allow the candidate to do at least 70% of the
talking.
2. For the most part, avoid questions that can be answered by a
‘yes’ or a ‘no’. The best questions are ones that make
the candidates recount their past experience.
3. Phrase your questions so that the desired or ‘right’ answer is
not apparent to the applicant.
4. Ask only one question about one subject at a time.
5. Ask the easy questions first so as to make the applicant feel
comfortable.
Fundamental Principles of Interviewing

6. All questions should be directly related to finding out about

the applicant’s ability to do the job, not about his/her personal
life.
7. Spend the entire time writing and recording the candidate’s
answers and any assumptions you are making.
8. Interviews are generally a poor place to test the candidate’s
skills, other than the skill of being interviewed. Some
interpersonal skills can be tested, however, through the use of
role-playing with the applicant.
Fundamental Principles of Interviewing
9. While you are writing, not occasionally to let the applicant know
you are listening.
10. If the applicant does not respond right away to a question, wait.
Give him/her time, while you add to your notes.
11. Follow up: ask the person to tell you more, to give more details.
12. Ask the candidate to describe his/her past behaviour in the kind
of situations he/ she will encounter on the job.
13. Alternate between easy non-threatening questions and more
difficult pointed ones.
Fundamental Principles of Interviewing
13. After you have asked the candidate all your questions, allow him/her
time to ask you any questions he/she might have about the job.

14. Close the interview by asking the candidate if there is anything

he/she regretted saying, any answer they would like to change, or
anything he/she would like to add to his/her previous statements.

15. Spend at least 30 minutes reviewing your notes after the interview
and identifying any key qualities that you feel you have not adequately
tested.

These become objectives for subsequent interviews or for assessment

experiences.
Preparation for Interviews
1. Self-assessment: current skills, talents, abilities, strengths,
weaknesses, interests, and work values.,

2. Track and leverage your accomplishments: You can leverage your

accomplishments for job search at all stages of the process: resume,
cover letter, and interview.

Use the following prompts to brainstorm all those remarkable things

you did.

Try to list some accomplishments that set you apart from other job
candidates.
Preparation for Interviews: Accomplishments

(a) In each job, what special things did you do to set yourself apart? How did
you do the job better than anyone else did or could have done?

(b) How did you take initiative?

(c) How should you prepared well for this interview?

(d) Were you promoted? Rapid and/or frequent promotions are noteworthy.

(e) How did you leave your employers better off than before you worked for
them?

(f) Did you win any awards, such as ‘Employee of the month’?

(g) What are you most proud of in each job?

Preparation for Interviews: Accomplishments

(h) Is there any material you can use from your annual performance reviews? Did
you consistently receive high ratings?

(i) Have you received any complimentary memos or letters from employers or
customers?

(j) What tangible evidence do you have of accomplishments—publications you have

produced, products you have developed, or software applications you have written?

(k) Think of the ‘PEP Formula—profitability efficiency, and productivity

• Contribution to Profitability, such as through sales increase percentages?

• Contribution to Efficiency, such as through cost reduction percentages?

• Contribution to Productivity, such as through successfully motivating your team?

Preparation for Interviews
3. Updating your resume: The accomplishments file serves as a springboard to
reassessing your resume.
4. Re-assessing your resume: Review resume thoroughly and know everything that is
on it.
Be prepared to discuss supplementary experiences that might be important to this
employer.
Focus on experiences you feel are most relevant and match them to the employer’s
needs. Practicing typical and targeted interview questions is essential. Be able to
answer the following basic questions:
(a) Why are you interested in this field?
(b) Why are you interested in this company?
(c) Why are you interested in this position?
Preparation for Interviews
• Be prepared to discuss anything on your resume.
• Be prepared to answer questions/issues you really do
not want to answer.
For example:
(a) Your greatest weakness
(b) Your lack of related experience
(c) Your lack of leadership experiences
(d) Your record of job-hopping – if any
Preparation for Interviews: Questions to Ask

5. Prepare questions to ask:

• These questions should reflect your research on

the company and position,

• Never include questions whose answers are

readily available in company literature or website.

• Do not ask about salary or benefits.

Preparation for Interviews: Follow-up

(a) Send a thank-you note within 24-48 hours of your

interview.
(b) Send one to every person who interviewed you.
(c) E-mail is acceptable, but follow protocols for formal
business correspondence, which is always more formal than
typical e-mail.
(d) Use the thank you note to reiterate your interest and to
emphasize your specific qualifications for the position.
Factors Contributing towards Successful
Interview
1.Dressing for the interview: Appearance is very important
and good grooming is essential
1.Your hair should be neat and stylish.
2.Your nails should be well manicured and clean.
2. Establishing rapport: The interviewer’s job is to make sure
that your skill as well as your personality is a good match.
Establish rapport with the person interviewing you. That
begins the instant you walk in to the door. Let the interviewer
set the tone.
3. Body language: Body language gives more away about us
than speech. Eye contact; smile, Hands resting casually in
your lap rather than arms folded across your chest
Factors Contributing towards Successful Interview
• 4. Answering questions:

• Speak slowly and clearly.

• Pause before you answer a question.

• Your answers seem less rehearsed & it will give a chance to collect your thoughts.

• A very brief pause may seem like an eternity to you.

5. Asking questions: Usually towards the end of the interview, the person conducting
it will ask you if you have any questions.

• You should have some. You should ask about what a typical day would entail.

• You could ask what special projects you would be working on.

• Don’t ask about salary, benefits/ vacations (what will you, the employer, do for
me”)
Non-verbal Aspects During Interview
• Eye Contact
– If you have a habit of looking away while listening, it shows lack of interest and
a short attention span.

– If you fail to maintain eye contact while speaking, it shows lack of confidence in
what you are saying; it may also send the subtle indication that you may be
lying.

– Do not just assume you have good eye contact. Ask. Watch. Then practice.

– Ask others if you ever lack proper eye contact (during speaking or listening)

– Sit down with a friend and practice until you are comfortable maintaining
sincere, continuous eye contact.
Non-verbal Aspects During Interview
• Facial Expressions
– Take a good, long, and hard look at yourself in the mirror.

– Look at yourself as others would. Then modify your facial

expressions.

– First eliminate any negative overall characteristics that might exist

– Add a simple feature that nearly every interviewee forgets—a

smile, a true and genuine smile (happy person and delighted to be
interviewed by the company).
Non-verbal Aspects During Interview
• Posture
– Posture sends the signal of your confidence and power potential.
– Stand tall, walk tall, and most of all, sit tall. This is not said to offend short
people. Height is not what is important, posture is.
– When you are seated, make sure you sit at the front edge of the chair, slightly
leaning forward, intent on the subject at hand.
– Your best posture is to always be learning forward slightly.
• Gestures
– Gestures should be very limited during an interview.
– Do not use artificial gestures to supposedly heighten the importance of the
issue at hand. It will merely come off as theatrical.
– When you do use gestures, make sure they are sincere and meaningful.
Non-verbal Aspects During Interview

Space
• Recognize the boundaries of your & other’s personal space
• For most Americans, it ranges between 30-36 inches.
• For most of us, merely the awareness of our personal space is
enough to consciously prompt us to stand firm.
• If you have a smaller than average personal space, make sure
you keep your distance so that you do not intimidate
someone who possesses a larger personal space.
Attending the Interview
Reach the venue in time Be brief and Present the relevant
and wait patiently for spontaneous in your matter in an organized
your turn. responses. way.

Support your views Be honest in referring

Use humour in your
with mature and proper to events, situations
answers, if possible.
arguments. and experiences.

Be your usual self to

feel at ease with the
situation.
Attending the Interview

Listen carefully to the Speak in a

Be perceptive of the
interviewer’s questions, conversational style,
signals of interviewer’s
statements and avoiding pedantic
body language
comments. verbosity.

Body language should not show any oddities:

Exhibit utmost courtesy
blinking of eyes, raising eyebrows, playing with
both in manners and
keys/ pen, putting the fingers in front of your
speech.
mouth, etc.
To avoid a negative impact
Do not give
Do not give Do not try to
excessive details
irrelevant change the topic of
about the topic
information. discussion.
under discussion.

Do not give any

Avoid hasty evasive reply in a Avoid long pauses
generalizations. bid to hide your while speaking.
ignorance.

Do not keep smiling

all the time.
TYPE OF QUESTIONS
 Open ended

What are you How do you feel

Introduction
seeking in a about the present
about yourself.
career? candidates?

What do you like Tell me how you

Why did you apply
about in your feel about this
for this job?
present job? problem.
 Open Ended Questions
Advantages Disadvantages

• Provide the interviewer • Take more time.

greater opportunity to • More difficult to record or the
observe. information is difficult to
• Considered non-threatening qualify.
because they are usually easy • Make controlling the interview
to answer. more difficult.
• Suggest interest by the
interviewer.
 Close ended questions

How many papers have you

Who is Dr. Manmohan
studied in the MBA
Singh?
programme?

How would he rate the

present government in
For what reasons do you terms of concern for the
wish to leave? unemployed: very
concerned, neutral, or
unconcerned?
 Closed-ended questions

Advantages Disadvantages

• Require less training of • Provide too little information.

interviewers. • Sometimes inhibit
• Take less time. communication.

• Make it easier for the • Provide little opportunity for

interviewer to exert control. the interviewee to offer

• Make tabulation of the additional information.

answers easier. • Choice may be vague.

 Neutral questions
• When one asks a neutral question, he makes no
attempt to direct the interviewee’s response.

• Because neutral questions do not exert any pressure,

they may elicit more accurate responses.

• Neutral questions are phrased so that possible

responses are not indicated and alternatives are
presented in a balanced fashion.
 Neutral questions
Example:

• Why is he leaving the company?

• Whom does he think responsible for the

problem?

• Which one of the following sports does he enjoy

in his participation the most—baseball, football,
basketball, and tennis?
 Leading Questions
Leading questions, enable the interviewer to obtain accurate
information quickly by guiding the interviewee in a certain
direction.
They are especially useful when trying to verify factual information.
Leading questions are sometimes regarded negative because, when
used carelessly, they may result in biased responses.
Example:
• Whether he has a driving license or not?
• Does he possess a telephone or not?
• Does he believe that most students are overworked?
 Mirror Questions
• A mirror question reflects an interviewee’s previous answer
with the intent of drawing additional information.
• Through its use, more information can be obtained without
biasing the interviewee’s responses.
• When the interviewer believes that a response is
incomplete, he may draw the interviewee out more by
simply restating that response.
• This is called mirroring a response.
 Mirror Questions
Example:
• Interviewee: I liked my last job a lot. The pay was good. I
would still be there if it were not for my problems with my
immediate supervisor.
• Interviewer: Problems with your immediate supervisor?
• Interviewee: You will see that I do good work so long as
people do not instigate me.
• Interviewer: Instigate you?
 Probing Questions
• A probing question is stimulated by the interviewee’s
previous response.
• Some interviewers prepare a schedule, or list of
questions, in advance.
• No probing questions could be included in such a list,
as they are unplanned.
• Through probing questions, the interviewer may elicit
important information that had not been anticipated.
 Probing Questions
For example, if a job applicant says, “In my present
job, I had to learn how to assume responsibility,”
the interviewer might then ask probing questions
such as these:

• Exactly how does one assume responsibility?

• How much responsibility does one assume?

• Why did one have to learn that?

Expected Questions and answers in Interview

Tell me about yourself

• The most often asked question in interviews.

• You need to have a short statement prepared in your mind.

• Be careful that it does not sound rehearsed.

• Limit it to work-related items unless instructed otherwise.

• Talk about things you have done and jobs you have held that relate
to the position you are interviewing for.
Expected Questions and answer

• Why did you leave your last job?

– Stay positive regardless of the circumstances.

– Never speak ill of supervisors, co-workers or the organization.

– If you do, you will be the one looking bad.

– Keep smiling and talk about leaving for a positive reason such as
an opportunity, or other forward-looking reasons.

• What experience do you have in this field?

– Speak about specifics that relate to
Expected Questions and answer in interview

• Do you consider yourself successful?

– You should always answer yes and briefly explain why.

– A good explanation is that you have set goals, and you have met some and are
on track to achieve the others.

• What do co-workers say about you?

– Be prepared with a quote or two from co-workers. Either a specific
statement or a paraphrase will work. Jill Clark, a co-worker at Smith
Company, always said I was the hardest workers she had ever known.

– It is as powerful as Jill having said it at the interview herself.

– Refer to more questions in the pack

Thank You