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Human Resource Managment Assignment

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Shehar Bano
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76 views4 pages

Human Resource Managment Assignment

Uploaded by

Shehar Bano
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Situational approach

The situational approach is an interview technique that gives the candidate a hypothetical
scenario or event and focuses on his or her past experiences, behaviors, knowledge, skills and
abilities by asking the candidate to provide specific examples of how the candidate would
respond given the situation described. This type of interview reveals how an applicant thinks and
how he or she would react in a particular situation. The following are examples of situational
interview questions:

 You have been hired as the HR director in a 300-employee company and are struggling to
perform the necessary HR administrative work by yourself. Your manager, the CFO, tells
you that you need to be more strategic. How would you handle this situation?
 You learn that a former co-worker at your last company is applying for an accounting
position with your company. You have heard that this person was terminated after
admitting to embezzling funds from the company but that no criminal charge was made.
You are not in HR. What, if anything, would you do?
 You are applying for a customer service position in a cable television company. If a
technician visits a home to make a repair and afterward you receive a call from the
customer telling you that the technician left muddy footprints on her new carpeting, how
would you respond?

Group Interviews

There are two types of group interviews—a candidate group and a panel group. In a candidate
group interview, a candidate is in a room with other job applicants who may be applying for the
same position. Each candidate listens to information about the company and the position and
may be asked to answer questions or participate in group exercises. Candidate group interviews
are less common than panel group interviews.

In a panel group interview a candidate is interviewed individually by a panel of two or more


people. This type of group interview is usually a question-and-answer session, but a candidate
may also be asked to participate in an exercise or test. Panel interviews can be either structured
or unstructured. When organized properly, a panel interview can create a broader picture of the
candidate than a one-on-one interview would produce. Even weaker interviewers can learn by
observing. Panel interviews can also help less-experienced employees get involved in the hiring
process.

The panel should include no more than four or five people; a larger panel could be intimidating
and unwieldy. One interviewer should serve as the leader, and other participants should serve in
support roles. While all the interviewers need to be involved throughout the interview, the
difference in the two roles needs to be very clear. See The Ins and Outs of Team
Interviewing and when would an employer use a group interview technique?

Preparing for the Interview

To help ensure the validity and effectiveness of employment interviews, the interviewer must
prepare in advance. Before implementing the interview process for a given position, the HR
professional who will be asking the questions should complete the following preparations:

 Determine the critical success factors of the job.


 Rank—according to the job specifications—the most important qualities, experiences,
education and characteristics that a successful candidate would possess.
 Make a list of qualities, skills and types of experience to use to screen resumes and job
interview candidates.
 Select specific questions to determine whether an applicant possesses the critical success
factors.
 Decide the type of interview process that will be used.
 Review beforehand the job description and the resume of each candidate to be
interviewed.
 Schedule a planning meeting with the appropriate attendees, such as co-workers, an
indirect but interested manager or internal customers of the position.
 Determine who will interview the candidates.
 Plan the interview and the follow-up process.
 Decide on the applicant screening questions for the telephone screens.
 Identify the appropriate questions for the post-interview assessment of candidates by each
interviewer.

Interviewers must know how to elicit desired information from job candidates. It doesn't require
a sophisticated technique, but it does require more than just asking candidates if they possess the
required skills and attributes. The most recent thinking on how to conduct job interviews
recommends that employers ask applicants about specific incidents in the workplace. Therefore,
questions should be designed to show how the candidate has displayed the required skills in
specific situations during his or her career. Responses to such questions can provide enhanced
glimpses into applicants' actual experiences.

See Automation Removes the Pain from Candidate Interview Scheduling.

Framing the Questions

For both the employer and the candidate to get the most out of an interview, it is essential to
carefully consider the type of questions to ask. Despite the importance of preparing questions in
advance, the employer should not go into an interview with a list of ideal answers in mind. It is
unlikely that any applicant would come close to providing such answers. A better approach is to
keep in mind ideal characteristics that a successful candidate would possess. See Sample
Interview Questions.

Questioning should elicit information that will shed light on a candidate's ability to perform the
job effectively. Many experts say it is best to ask open-ended questions ("Tell me about your
relationship with your previous manager; how could it have been improved?") rather than closed-
ended questions requiring only brief specific responses ("How many people reported to
you?"). See Want to Really Get to Know Your Candidates? Interview for Emotional Intelligence.

Open-ended questions encourage candidates to provide longer answers and to expand on their
knowledge, strengths and job experiences. For interviewers, such questions can provide greater
insight into a candidate's personality. They can also help employers gauge an applicant's ability
to articulate his or her work experience, level of motivation, communication skills, ability to
solve problems and degree of interest in the job.
Open-ended questions can provide a sense of an applicant's potential and whether the person
would be a cultural fit. Following are some examples of open-ended questions:

 Tell me about your past work experience.


 What are you looking to gain from your next position?
 Why do you want to work for our company?
 Why did you leave your last job?
 Tell me about your relationship with your previous manager: How was it productive?
How could it have been improved?
 Why was math your most difficult subject in school?
 Please describe your management style.

Closed-ended job interview questions can enable the employer to receive direct responses and
specific information from the candidate, and they can help the interviewer control the direction
of the interview. But such questions can have drawbacks:

 They do not encourage candidates to elaborate on their feelings or preferences toward


particular topics.
 They limit candidates' ability to discuss their competencies.
 They can leave situations unanswered or unclear.
 They can be frustrating for candidates who may want to explain or state relevant
information.

Following are some examples of closed-ended questions:

 How many years of experience do you have as a team leader?


 Have you ever worked from home?
 When did you leave your last job?
 Did you have a productive relationship with your previous manager?
 What was your best subject in school?
 What was your most difficult subject?
 What was your GPA?

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