Organizational and

managerial communication
Lesson 7: Interviews - Types of interviews

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Learning outcomes
• On completion of this lesson, you should be able to:
• Explain the characteristics of an interview
• Distinguish between various types of interviews in the workplace

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Characteristics of interviews
• An interview is usually a dyadic transaction, meaning that it takes place
between two people.
• Interviews have unique characteristics that distinguish them from other
types of communication.
• The following are some of the characteristics of interviews:
1. Goal-driven: all communication achieves something beyond the simple
exchange of symbols, but communication is not always purposeful and
intended.
• Interviews have a clear purpose, a goal to be achieved.
• Information may be desired, a problem may need to be resolved, persuasion may be
desired, or an employer may seek the best person for a job opening and a potential
employee may be looking for a job.
2. Question-answer nature of the communication transaction: the
majority of an interview consists of one person (sometimes more than
one person) asking questions and another person answering those
questions.

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Characteristics contd.
• Everyday communication includes occasional questions and answers –
especially when people want to know one another – but not to the
extent of an interview.
• Moreover, in these everyday conversations, it is usually not the case
that one person is in charge of asking the questions while the other
person is in charge of answering them.
3. Structured: interviews are more structured than other types of
communication.
• Whereas a conversation between two people may happen spontaneously and
have no clear focus, interviews involve planning and preparation and tend to
have a clear sequence.
• Certain actions are expected during an interview in order to reach a clearly
defined goal.

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Characteristics contd.
4. Controlled: interviews are generally controlled by an interviewer,
who is responsible for moving the interview toward its intended
goal.
• The amount of control exerted during an interview depends on this goal,
which is achieved in part by the questions asked and the communication
environment established.
5. Unbalanced: the time spent talking by an interviewee and an
interviewer is usually unbalanced.
• Typically an interviewee will speak for 70% of the time, whilst an interviewer
will speak 30% of the time.
• Of course, the type of interview will dictate exactly how much time each party
spends talking, but more often an interviewee will talk more and an
interviewer will talk less.

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Types of interviews
• The types of interviews being dealt with here are common in the
workplace.
• Employment/promotion interviews: in these interviews, a potential
employer interviews a potential employee.
• The potential employee is not only seeking employment but also determining
whether the job is one that would be accepted if offered.
• The potential employer is searching not only for a qualified applicant but also
for someone who would actually benefit the organisation.
• Potential employers also want to convince potential employees that the
position is one they would accept if offered.

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 Types contd.
• Performance/appraisal interviews: these are interviews in which an
individual’s activities and work are discussed.
• These interviews are usually conducted between employees and supervisors,
although these may also be experienced in educational and other settings.
• In these interviews, a person’s strengths and weaknesses are discussed with
ultimate goal being to improve his or her performance.
• Such interviews can provide people with valuable information which can be
used to strengthen their performance and help them achieve personal and
professional goals.
• These interviews are also an opportunity for the goals and culture of an
organisation to be reinforced.

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Types contd.
• Exit interviews: These occur when a person chooses to leave a place
of employment.
• The belief is that someone who is leaving may be more likely to provide
honest answers about organisational cultures, policies, supervisors,
compensation, and other aspects of the workplace.
• If used correctly, these interviews can provide employers with valuable insight
that can incorporated to improve employee satisfaction and thus the
productivity and success of an organisation.

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Types contd.
• Disciplinary interviews: these are held to consider whether disciplinary
action should be taken against an employee, usually in accordance with the
organisation’s disciplinary procedure.
• This interview has serious consequences.
• Therefore, it’s crucial to make the objectives of the interview clear.
• The interview must aim to establish the truth about what has occurred. As such it’
not considered as one-sided, but rather must be two-way process to discover the
facts of the situation.
• The principles of natural justice demand that the employee concerned must have the
opportunity to present his/her case properly, and issues of person prejudice and
partiality have to be carefully dealt with.
• The need for careful preparation is of paramount here. In particular, it should be a
culmination of a process which has included a thorough and impartial investigation.
• It is usually the case that the interview is accompanied by a representative/ lawyer,
or a friend – to advise, support, and possibly speak on his/her behalf, and possibly
act as a witness to the proceedings.

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Types contd.
• Grievance interviews: these interviews are part of an organisation’s
grievance procedure – which structures the way an employee may
raise a complaint about his or her treatment at work by the
organisation or by an individual, and the steps which are to be taken
to deal with the complaint.
• Although the aim of the interview is to resolve the problem, what is
important is the way the solution is arrived at.
• The solution will be ineffective if it leaves the participants still feeling
aggrieved – e.g., because it was arrived at after a bitter argument,
accusation, and counter-accusation.
• This means that the way in which the grievance is handled is equally
important as the solution itself.

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Types contd.
• Employees arrive at grievance interviews with a sense of injustice.
They should leave with at least the feeling that they have received a
fair hearing and consideration.
• The goal of a grievance interview is to arrive at a solution through
discussion which provides a satisfactory conclusion to all parties.

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