Chapter no.

Interviewing candidates

71
 Basic Features of Interviews
An interview
A procedure designed to obtain information from a
person through oral responses to oral inquiries
Types of interviews
Selection interview
Appraisal interview
Exit interview
Interviews formats
Structured
Unstructured
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 Types of Interviews
Selection interview
A selection procedure designed to predict future job
performance on the basis of applicants oral
responses to oral inquiries.
Appraisal interview
A discussion, following a performance appraisal, in
which supervisor and employee discuss the
employees rating and possible remedial actions.
Exit interview
An interview to elicit information about the job or
related matters to the employer some insight into
whats right or wrong about the firm.
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 Classification of selection interviews
Based on
How structured they are
Their content
How the firm administers the interviews

74
 Formats of Interviews
Unstructured or nondirective interview
An unstructured conversational-style interview in
which the interviewer pursues points of interest
as they come up in response to questions.
Structured or directive interview
An interview following a set sequence of
questions.

75
Interview Content: Types of Questions
Situational interview
A series of job-related questions that focus on how
the candidate would behave in a given situation.
Behavioral interview
A series of job-related questions that focus on how
they reacted to actual situations in the past.
Job-related interview
A series of job-related questions that focus on
relevant past job-related behaviors.

76
Interview Content: Types of Questions
Stress interview
An interview in which the interviewer seeks to make
the applicant uncomfortable with occasionally rude
questions that supposedly to spot sensitive applicants
and those with low or high stress tolerance.
Puzzle questions
Recruiters for technical, finance, and other types of
jobs use questions to pose problems requiring unique
(out-of-the-box) solutions to see how candidates
think under pressure.

77
Personal or Individual Interviews
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 interview
An interview in which a group of interviewers
questions the applicant.
Mass interview
A panel interviews several candidates
simultaneously.
78
 Computerized Interviews
Computerized selection interview
An interview in which a job candidates oral and/or
computerized replies are obtained in response to
computerized oral, visual, or written questions and/or
situations.
Characteristics
Reduces amount of time managers devote to
interviewing unacceptable candidates.
Applicants are more honest with computers
Avoids problems of interpersonal interviews
Mechanical nature of computer-aided interview can
leave an applicant dissatisfied.
79
 Factors Affecting Interviews
First impressions
The tendency for interviewers to jump to
conclusionsmake snap judgmentsabout
candidates during the first few minutes of the
interview.
Negative bias: unfavorable information about an
applicant influences interviewers more than does
positive information.

710
 Factors Affecting Interviews (contd)
Misunderstanding the job
Not knowing precisely what the job entails and
what sort of candidate is best suited causes
interviewers to make decisions based on incorrect
stereotypes of what a good applicant is.
Candidate-order error
An error of judgment on the part of the
interviewer due to interviewing one or more very
good or very bad candidates just before the
interview in question.

711
 Factors Affecting Interviews (contd)
Nonverbal behavior and impression
management
Interviewers inferences of the interviewees
personality from the way he or she acts in the
interview have a large impact on the interviewers
rating of the interviewee.
Clever interviewees attempt to manage the
impression they present to persuade interviewers
to view them more favorably.

712
 Factors Affecting Interviews (contd)
Effect of personal characteristics:
attractiveness, gender, race
Interviewers tend have a less favorable view of
candidates who are:
Physically unattractive
Female
Of a different racial background
Disabled

713
 Factors Affecting Interviews (contd)
Interviewer behaviors affecting interview
outcomes
Inadvertently telegraphing expected answers.
Talking so much that applicants have no time to
answer questions.
Letting the applicant dominate the interview.
Acting more positively toward a favored (or similar
to the interviewer) applicant.

714
 Designing and Conducting the
Interview
The structured situational interview
Use either situational questions (preferred) or
behavioral questions that yield high criteria-related
validities.
Step 1: Job Analysis
Step 2: Rate the Jobs Main Duties
Step 3: Create Interview Questions
Step 4: Create Benchmark Answers
Step 5: Appoint the Interview Panel and Conduct
Interviews
715
How to Conduct an Effective Interview
Structure your interview:
1. Base questions on actual job duties.
2. Use job knowledge, situational, or behaviorally oriented questions
and objective criteria to evaluate the interviewees responses.
3. Train interviewers.
4. Use the same questions with all candidates.
5. Use descriptive rating scales (excellent, fair, poor) to rate answers.
6. Use multiple interviewers or panel interviews.
7. If possible, use a standardized interview form.
8. Control the interview.
9. Take brief, unobtrusive notes during the interview.

716
 Examples of Questions That Provide Structure
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?
Note: So that direct comparisons can be made, an example is presented to assess
both teamwork (1,3,5,7) and sales attributes (2,4,6,8) for each type of question.

Figure 73
717
 How to Conduct an Effective
Interview (contd)
Prepare for the interview
Secure a private room to minimize interruptions.
Review the candidates application and rsum.
Review the job specifications
Establish rapport
Put the person at ease.
Ask questions
Follow your list of questions.
Dont ask questions that can be answered yes or
no.
718
 Take brief ,unobtrusive notes during the
interview
It may help avoid making a snap decision early in the
interview
Close and review the interview
Leave time to answer any questions the candidate
may have and, if appropriate, to advocate your firm
to the candidate.

719
 Developing and Extending the
Job Offer
The job offer will include:
o Pay rates
o Benefits
o Actual job duties
There may be some negotiations
When agreement is reached, the
employer will extend a written job offer
to the candidate

Copyright 2015 Pearson

7-20
Education, Inc.
Issues to Consider with the Written
Offer

A job offer letter has the:

o Welcome sentence
o Pay information
o Benefits information
o Paid leave information
o Terms of employment

Copyright 2015 Pearson

7-21
Education, Inc.