INTERVIEWING

CANDIDATES
 LEARNING OUTCOMES

• Main types of selection interviews.

• Explain main errors that can undermine

an interview’s usefulness.

• Define a structured situational interview.

• Explain and illustrate each guideline for

being a more effective interviewer.
BASIC TYPES OF
INTERVIEWS
Selection Interview

Types of
Appraisal Interview
Interviews

Exit Interview
BASIC TYPES OF INTERVIEWS

Appraisal Interview
a discussion, following a performance
appraisal, in which supervisor and
employee discuss the employee’s
ratings and possible remedial actions.
Exit Interview
When an employee leaves a firm, one
often conducts an exit interview.
This aims at eliciting information that
might provide some insight into what’s
right or wrong about the firm.
 SELECTION
INTERVIEW
STRUCTURE
Selection Interview
Characteristics

Interview Interview Interview

structure content administration
SELECTION INTERVIEW
FORMATS

Interview
Structure Formats

Unstructured Structured
(nondirective) (directive)
interview interview

Semi-Structured
interview
SELECTION INTERVIEW FORMATS

Unstructured (or nondirective) interview

 the manager follows no set format.
 A few questions might be specified in advance.
Most selection interviews fall in this category.
Structured (or directive) interview
 the employer lists job-oriented questions
ahead of time, and possible predetermined
answers for appropriateness and scoring.
INTERVIEW CONTENT

Types of Questions Asked

Situational Behavioral Job-related Stress

interview interview interview interview
INTERVIEW CONTENT
Situational interview
 A series of job-related questions that focus on
how the candidate would behave in a given
situation.
 Situational questions start with phrases such
as “ Suppose you were faced with the
following situation …What would you do?”
Behavioral interview
 A series of job-related questions that focus on
how the candidate reacted to actual situations in
the past.
 Behavioral questions might start with a
phrase like, “Can you think of time when …
What did you do?”
 INTERVIEW CONTENT
Job-related interview
 A series of job-related questions that focus on relevant past
job-related behaviors.
 Interviewer asks job related questions such as “ Which
courses did you like best in business school?”
Stress interview
 An interview in which the applicant is made uncomfortable
by a series of often rude questions .
 Puzzle questions: Adis and Haris have 21KM between
them. Adis has 20KM more than Haris. How much
money has Adis and how much money has Haris?
 ADMINISTERING
THE INTERVIEW
Unstructured
sequential
interview

Structured
Panel
sequential
interview
interview
Ways in
Which
Interview
Mass Can be Phone
interview Conducted interviews

Video/Web-
Computerized
assisted
interviews
interviews
ADMINISTRATING THE INTERVIEW

Unstructured sequential interview

 An interview in which each interviewer forms an
independent opinion after asking different
questions.
Structured sequential interview
 An interview in which the applicant is interviewed
sequentially by several persons; each rates the
applicant on a standard form.
Panel(board) interview
 An interview conducted by a team of interviewers
who together interview each candidate, and then
combine their ratings into a final panel score.
ADMINISTRATING THE INTERVIEW
Mass interview
 A panel interviews several candidates simultaneously.
Phone and video interview
 Some interviews are done entirely by telephone and
videoconference.
Computerized interview
 One in which a job candidate’s oral and/or
computerized replies are obtained in response to
computerized oral, visual, or written questions and/or
situations.
 How would your supervisor rate your customer
service skills?
a. outstanding c. average e.
ADMINISTRATING THE INTERVIEW

Web-assisted interview
 Many firms use the Web to assist in the
employee interview process.
 THREE WAYS TO MAKE
THE INTERVIEW USEFUL
Structure the interview to
increase its validity

Making the Carefully choose what

Interview sorts of traits are to be
Useful assessed

Beware of committing
interviewing errors
 WHAT CAN UNDERMINE AN
INTERVIEW’S USEFULNESS?

Nonverbal behavior
First impressions
and impression
(snap judgments)
management

Factors
Interviewer’s Applicant’s
Affecting An
misunderstanding personal
of the job Interview’s characteristics
Usefulness

Candidate-order Interviewer’s
(contrast) error and inadvertent
pressure to hire behavior
HOW TO DESIGN AND CONDUCT
AN EFFECTIVE INTERVIEW
The Structured Situational Interview
 Use either situational questions or behavioral questions that
yield high criteria-related validities.

Step 1: Analyze the job.

Step 2: Rate the job’s main duties.
Step 3: Create interview questions.
Step 4: Create benchmark answers.
Step 5: Appoint the interview panel and
conduct interviews.
HOW TO CONDUCT A MORE
EFFECTIVE INTERVIEW
Being Systematic and Effective

1 Know the job.

2 Structure the interview.
3 Get organized.
4 Establish rapport.
5 Ask questions.
6 Take brief, unobtrusive notes.
7 Close the interview.
8 Review the interview.
 CREATING EFFECTIVE
INTERVIEW STRUCTURES
Base questions on actual job duties.
Use job knowledge, situational or behavioral
questions, and objective criteria to evaluate
interviewee’s responses.
Use the same questions with all candidates.
Use descriptive rating scales (excellent, fair,
poor) to rate answers.
If possible, use a standardized interview form.
 GUIDELINES FOR
INTERVIEWEES
Preparation is essential.
Uncover the interviewer’s real needs.
Relate yourself to the interviewer’s needs.
Think before answering.
Remember that appearance and enthusiasm are important.
Make a good first impression.
Ask questions.
FIGURE 7–2 Examples of Questions That Provide Structure

Situational Questions
1. Suppose a more experienced coworker was not following standard work
procedures 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 coworker?
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?
FIGURE 7–3 Suggested Supplementary Questions for Interviewing Applicants

1. How 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?
FIGURE 7–4
Interview
Evaluation
Form
FIGURE 7–4
Interview
Evaluation
Form