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Communicating for Results
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7Key Ideas
•Defining interviews•Common types of interviews•Phases of an effective interview•Organizing interview questions•Answering interview questions
Basic Information for Al Types of Interviews
1Copyright Cengage © 2011
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Consider this . . .Consider this . . .
In a few communication formats – In a few communication formats – public speaking, conferences, or public speaking, conferences, or interviewing – is greater involvement interviewing – is greater involvement expected of a participant than in an expected of a participant than in an interview . . .It is only in the interview . . .It is only in the interview that approximately equal interview that approximately equal participation is expected of both participation is expected of both parties. parties.
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Case Study: Interview gone badCase Study: Interview gone bad
Read or describe the case study Answer the following questions:
What types of questions did Mandy and Ken ask?What was the quality of the responses? Were Ken’s observations correct?
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Counseling interview Employment interview Exit interview Group interview Informational
Types of InterviewsTypes of Interviews
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Interrogation Performance Review Persuasive Telephone
Types of InterviewsTypes of Interviews
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Counseling InterviewCounseling Interview
Helps interviewee uncover and solve career-related personal or interpersonal problems. (Bell 1989, p. 169)
Communication skills needed:Empathetic listening, Non-evluative feedback, Careful paraphrasing Sympathetic nonverbal responses
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Employment InterviewEmployment Interview
Critical to making organizational and personal decisions
Usually one-on-one between interviewer and perspective employee
Employer usually takes the lead
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Exit InterviewExit Interview
Done when employee is laird off, fired or quits
Requires careful listening and reading between the lines
Employees usually only hint at their real reason for leaving
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Grievance InterviewGrievance Interview
One-to-one encounter for conflict resolution
Emotions may run highParticipants should express their
feelings honestly and remain cooperative
Interviewer must be a good listener and problem solver
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Group InterviewsGroup Interviews
Be prepared for confusion & noise Learn who panelists are ahead of
time Determine reason for group
interview Appear confident & in control
Make answers direct, brief, honest and sincere
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General suggestions include . . .
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Group InterviewsGroup Interviews
Speak to everyone not just the interviewer
Take an active role but don’t always speak first
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Suggestions for Panel Interviews include . . .
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Group InterviewsGroup Interviews
Try not to be among the first interviewed
Sit where you can see all interviewers without moving your head constantly
Make eye contact with all interviewersStick by your answers
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Suggestions for Board Interviews include . . .
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Informational InterviewInformational Interview
Information-giving interview -Interviewer imparts important information
Information-seeking interview – interviewer wants information from the interviewee
Use standard interview structureNo longer than 15 minutes
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Interrogation InterviewInterrogation Interview
Done when an offence is committedBegin by discussing a topic of
interest to assess nonverbal behaviors
Use open-ended questions
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Performance ReviewPerformance Review
Recognize/reward employee contributions
Give employees feedback on their standing
Motivate employees by setting objectives
Discover & solve communication problems
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Persuasive InterviewPersuasive Interview
Will satisfy unmet needs
Consistent with beliefs, attitudes, &
valuesIs practical & affordable
Has benefits that outweigh any
objections
Is best course of action Copyright Cengage © 2011 16
Successful if you convince interviewee that your proposal . . .
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Telephone InterviewTelephone Interview
Prepare like face-to-face interviewKeep file of personal information by
the telephoneKeep answering machine messages
brief and professionalPlan for detailed interview that might
last an hour
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Telephone InterviewTelephone Interview
Show complete attention to interviewer
Prepare to sound friendly, sincere, enthusiastic and professional
Listen carefully to questions before answering
Thank interviewer and ask for contact information
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Basic Interview OrganizationBasic Interview Organization
Opening PhaseQuestion-Response PhaseClosing Phase
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Opening PhaseOpening Phase
RapportOrientationMotivation
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Question-Response PhaseQuestion-Response Phase
Determine types of questions to ask
Decide how to best organize
questions
Be prepared to answer questions
effectively
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Closing PhaseClosing Phase
Summarize major points coveredMake sure all important topics coveredGive interviewee chance to ask questions
Thank participants for time & cooperation
Include agreement on follow-up
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Types of Interview questionsTypes of Interview questions
Open-ended questionsHypothetical questionsDirect questionsClosed questions >
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Types of Interview questions Types of Interview questions (cont.)(cont.)
Loaded questionsLeading questionsThird person questionsVerbal and Nonverbal proves
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Open-ended questionsOpen-ended questions
Allow for maximum freedom of response
Examples:
“In your own words, evaluate your accomplishments this year.”
“Tell me about your complaint.” “Describe a time during your current job when your
work was criticized. Tell me how you responded and the outcome of the complaint.”
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Hypothetical questionsHypothetical questions
An invented situationExamples:
“On your first day of work, you arrive an hour late. How would you explain this and to whom?”
“Suppose you were supervisor of this department and someone came to you with a complaint similar to yours. How would you handle it?”
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Direct (or specific) questionsDirect (or specific) questions
Short questions requiring a short answer or “Yes” or “No”
Examples:
“Is the accusation against you accurate?”“Did you accomplish your top priority this year?”“Who recommended you to us?”
“How long have you been in this field of work?”
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Closed questionsClosed questions
Limit interviewees choices of answers to those supplied by the interviewer
Examples:
“Do you prefer to work with Doris, Carol, or Bob on this assignment?”
“Which would best help you meet your performance objectives—more guidance from me or more assistance from the other supervisors?”
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Loaded questionsLoaded questions
No correct answers designed to get an emotional response
Examples
“Have you stopped drinking yet?”“Are you still difficult to get along with?”
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Leading questionsLeading questions
Implies the correct answerExamples:
“You want the kind of car that gets good gas mileage, don’t you?”
“We are looking for creative people here. What do you have to offer?”
“I don’t think you have been working up to your potential. What do you think?”
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Third-Person questionsThird-Person questions
Embarrassing or personal questions phrased in a less threatening way by involving a third person
Examples
(a) “What do you think about the latest merger proposal?”
(b) “What does your group think about the latest merger proposal?”
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Verbal and Nonverbal probesVerbal and Nonverbal probes
Used to urge the respondent to add more information to a pervious response
Examples
“Tell me more.” “I see.”“Really?” “Uh-huh.”“That’s interesting.” “How do you
mean?”
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Control continuumControl continuum
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Expect the following control in each type of question . . .Expect the following control in each type of question . . .
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Organizing interview questionsOrganizing interview questions
Funnel sequenceInverted Funnel sequenceHourglass sequenceDiamond sequence
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Funnel sequenceFunnel sequence
General to specific
1. “Tell me what overall problems you see occurring in the Harrison project.” (open-ended)
2. “Why do you feel Shelton is an ineffective communicator?” (open-ended)
3. “Are you willing to accept Shelton and Jackson as co-workers?” (direct)
4. “What makes you say that?” (verbal probe)5. “Whom do you recommend for director of the
Harrison project—Jackson, Shelton, or yourself?” (closed)
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Inverted Funnel sequenceInverted Funnel sequence
Specific to general
1. “Whom do you recommend as director of the Harrison project—Jackson, Shelton, or yourself?” (closed)
2. “What makes you say that?” (verbal probe)3. “Are you willing to accept Shelton and Jackson as
coworkers?” (direct)4. “Why do you feel Shelton is an ineffective
communicator?” (open-ended)5. “Tell me what overall problems you see occurring
in the Harrison project.” (open-ended)
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Hourglass sequenceHourglass sequence
Questioning to clarifying missing information general to specific
1. “Tell me what overall problems you see occurring in the Harrison project.” (open-ended)
2. “Why do you feel Shelton is an ineffective communicator?” (open-ended)
3. “Are you willing to accept Shelton and Jackson as coworkers?” (direct)4. “What makes you say that?” (verbal probe)5. “Whom do you recommend for director of the Harrison project—
Jackson, Shelton, or yourself?” (closed)6. “Let me clarify a few items. Did you earlier indicate leadership as a
possible problem with the Harrison project?” (direct)7. “Did you not express serious reservations about Shelton as project
leader?” (direct)8. “Then, could you please explain why you selected Shelton and not
yourself, Jackson, or even someone else as director of the Harrison project?” (open-ended)
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Diamond sequenceDiamond sequence
When answer to hypothetical question in inverted funnel is unexpected or unclear
To clarity open with a general question and move to specific
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Answering questions effectivelyAnswering questions effectively
Relax and be yourself If caught off guard, don’t rush
answer If don’t know or remember, say so Don’t say more than you want to say Use open-ended questions to
present info Listen carefully
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Answering questions effectivelyAnswering questions effectively (cont)(cont)
Be attentive to interviewer’s intentions Don’t let closed questions limit you Avoid answering yes or no to loaded
questions Beware of leading questions
Be aware that 3rd-person questions are aimed at getting you to say more
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Communicating for Results
9e
7Key Ideas
•Defining interviews•Common types of interviews•Phases of an effective interview•Organizing interview questions•Answering interview questions
Basic Information for All Types of Interviews
41Copyright Cengage © 2011