Interviewing Candidates 7 Chapter 7-1. 7–2 1.List the main types of selection interviews. 2.List and explain main errors that can undermine an interview’s.

Interviewing Interviewing CandidatesCandidates7

Chapter 7-1

7–2

1.1. List the main types of selection interviews.List the main types of selection interviews.

2.2. List and explain main errors that can undermine an List and explain main errors that can undermine an interview’s usefulness.interview’s usefulness.

3.3. Define a structured situational interview.Define a structured situational interview.

4.4. Explain and illustrate each guideline for being a more Explain and illustrate each guideline for being a more effective interviewer.effective interviewer.

5.5. Give several examples of situational questions, Give several examples of situational questions, behavioral questions, and background questions that behavioral questions, and background questions that provide structure.provide structure.

6.6. List the steps in a streamlined interview process.List the steps in a streamlined interview process.

7.7. List guidelines for interviewees.List guidelines for interviewees.

LEARNING OUTCOMESLEARNING OUTCOMES

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Basic Types of InterviewsBasic Types of Interviews

Selection Interview

Appraisal Interview

Exit Interview

Types of Interviews

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Types of InterviewsTypes of Interviews

Selection interviewSelection interview is a selection procedure designed is a selection procedure designed

to predict future job performance on the basis of to predict future job performance on the basis of applicants’ oral responses to oral inquiries.applicants’ oral responses to oral inquiries.

Appraisal interview Appraisal interview is a discussion, following a is a discussion, following a

performance appraisal, in which supervisor and employee performance appraisal, in which supervisor and employee discuss the employee’s rating and possible remedial discuss the employee’s rating and possible remedial

actions.actions.

Exit interview: Exit interview: When an employee leaves a firm for any When an employee leaves a firm for any

reason, one often conducts an exit interview. reason, one often conducts an exit interview.

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Selection Interview StructureSelection Interview Structure

Interviewstructure

Interview administration

Selection Interview Characteristics

Interviewcontent

7–6

Selection Interview FormatsSelection Interview Formats

Unstructured (nondirective)

interview

Structured (directive)interview

Interview Structure Formats

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Structured vs. Unstructured InterviewsStructured vs. Unstructured Interviews

Unstructured or nondirective interviews Unstructured or nondirective interviews generally generally

have no set format. The lack of structure allows the have no set format. The lack of structure allows the

interviewer to ask follow-up questions and pursue points of interviewer to ask follow-up questions and pursue points of

interest as they develop. Interviewees for the same job interest as they develop. Interviewees for the same job

may or may not get the same or similar questions. may or may not get the same or similar questions.

Structured or directive interviews Structured or directive interviews generally identify generally identify

questions and all applicants are asked the same questions and all applicants are asked the same

questions. Sometimes acceptable responses are specified questions. Sometimes acceptable responses are specified

in advance and the responses are rated for in advance and the responses are rated for

appropriateness of content. appropriateness of content.

7–8

FIGURE 7–1 Officer Programs Applicant Interview Form

7–9

Interview ContentInterview Content

Situational interview

Behavioral interview

Job-related interview

Types of Questions Asked

Stress interview

7–10

Interview ContentInterview Content

Situational interviewSituational interviewIn a situational interview, you ask the candidate what In a situational interview, you ask the candidate what

his or her behavior would be in a given situation. his or her behavior would be in a given situation.

““suppose you were faced with the following suppose you were faced with the following situation…..What would you do?” situation…..What would you do?”

Behavioral interviewBehavioral interviewWhereas situational interviews ask interviewees to Whereas situational interviews ask interviewees to

describe how they would react to a hypothetical describe how they would react to a hypothetical situation today or tomorrow, behavioral situation today or tomorrow, behavioral interviews interviews ask interviewees to describe how they reacted to ask interviewees to describe how they reacted to actual situations in the past. actual situations in the past.

““Can you think of time when....What did you do?” Can you think of time when....What did you do?”

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Interview ContentInterview Content

Job related interviewJob related interviewTThe interviewer tries to deduce what the applicant’s he interviewer tries to deduce what the applicant’s

on the job performance will be based on his or her on the job performance will be based on his or her answers to questions about relevant past answers to questions about relevant past experiences. experiences.

““Which course did you like best in business school?”Which course did you like best in business school?”

Stress interviewStress interviewThe interviewer seeks to make the applicant The interviewer seeks to make the applicant

uncomfortable with occasionally rude questions. uncomfortable with occasionally rude questions.

The aim is supposedly to spot sensitive applicants The aim is supposedly to spot sensitive applicants and those with low (or high) stress tolerance. and those with low (or high) stress tolerance.

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Administering the InterviewAdministering the Interview

Unstructured sequential interview

Panel interview

Phoneinterviews

Video/Web-assisted

interviews

Computerized interviews

Massinterview

Structured sequential interview

Ways in Which

Interview Can be Conducted

7–13

Administering the InterviewAdministering the Interview

Sequential interviews: Sequential interviews: Most interviews are Most interviews are one-on-oneone-on-one and and sequentialsequential. .

In a In a one-on-one interviewone-on-one interview, two people meet alone and one , two people meet alone and one interviews the other by seeking oral responses to oral inquiries.interviews the other by seeking oral responses to oral inquiries.

In a In a sequential sequential (or serial) interview, several persons interview (or serial) interview, several persons interview the applicant, in sequence, one-on-one, before a decision is the applicant, in sequence, one-on-one, before a decision is made.made.

Unstructured sequential interviewUnstructured sequential interview, each interviewer may ask , each interviewer may ask different questions. different questions.

Structured sequential interview,Structured sequential interview, each interviewer rates the each interviewer rates the candidates on a standard evaluation form, using standardized candidates on a standard evaluation form, using standardized questions. questions.

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Administering the InterviewAdministering the Interview

Panel InterviewsPanel Interviews – occur when a group (panel) of – occur when a group (panel) of interviewers (usually two or three) questions the interviewers (usually two or three) questions the candidate together and then combine their ratings into a candidate together and then combine their ratings into a final panel score. final panel score.

Mass interviewMass interview. Here a panel interviews several . Here a panel interviews several candidates simultaneously.candidates simultaneously.

Phone and Video InterviewsPhone and Video Interviews – are often conducted – are often conducted entirely by entirely by phonephone. These can actually be more accurate . These can actually be more accurate than face-to-face interviews for judging an applicant’s than face-to-face interviews for judging an applicant’s conscientiousness, intelligence, and interpersonal skills. conscientiousness, intelligence, and interpersonal skills.

Technology has also made interviewing by Technology has also made interviewing by videoconferencingvideoconferencing possible, saving time and travel costs. possible, saving time and travel costs.

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Administering the InterviewAdministering the Interview

Computerized InterviewsComputerized Interviews – involve computers – involve computers administering the interview. administering the interview. Most computerized interviews present the Most computerized interviews present the applicant with a series of questions regarding his applicant with a series of questions regarding his or her or her background, experience, education, skills, background, experience, education, skills, knowledge, and work attitudesknowledge, and work attitudes that relate to the that relate to the job for which the person has applied. job for which the person has applied.

Video/Video/Web Assisted InterviewsWeb Assisted Interviews – utilize PC video – utilize PC video cameras to conduct interviews on line via cameras to conduct interviews on line via Webcasts.Webcasts.

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Three Ways to Make the Interview Three Ways to Make the Interview UsefulUseful

Structure the interview to increase its validity

Carefully choose what sorts of traits are to be

assessed

Beware of committing interviewing errors

Making the Interview

Useful

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What Can Undermine An Interview’s What Can Undermine An Interview’s Usefulness?Usefulness?

Nonverbal behavior and impression management

Applicant’s personal

characteristics

Interviewer’s inadvertent

behavior

Factors Affecting An Interview’s

Usefulness

First impressions (snap judgments)

Interviewer’smisunderstanding

of the job

Candidate-order (contrast) error and

pressure to hire

7–18

What Can Undermine An Interview’s Usefulness?What Can Undermine An Interview’s Usefulness?

First Impressions (Snap Judgments) –First Impressions (Snap Judgments) – One of the One of the

most consistent findings is that interviewers tend to jump most consistent findings is that interviewers tend to jump to conclusions about candidates during the first few to conclusions about candidates during the first few minutes of the interview. minutes of the interview. First impressions are especially damaging when the prior First impressions are especially damaging when the prior information about the candidate is negative. information about the candidate is negative.

Misunderstanding the JobMisunderstanding the Job – Interviewers who don’t – Interviewers who don’t

know precisely what the job entails and what sort of know precisely what the job entails and what sort of candidate is best suited for it usually make their candidate is best suited for it usually make their decisions based on incorrect or incomplete stereotypes decisions based on incorrect or incomplete stereotypes of what a good applicant is.of what a good applicant is.

7–19

What Can Undermine An Interview’s Usefulness?What Can Undermine An Interview’s Usefulness?

Candidate-Order (Contrast) Error and Pressure to HireCandidate-Order (Contrast) Error and Pressure to Hire – –

means that the order in which you see applicants affects means that the order in which you see applicants affects

how you rate them. Managers had to evaluate a candidate how you rate them. Managers had to evaluate a candidate

who was “just average” after first evaluating several who was “just average” after first evaluating several

“unfavorable” candidates. They scored the average “unfavorable” candidates. They scored the average

candidate more favorably. candidate more favorably.

Nonverbal Behavior and Impression ManagementNonverbal Behavior and Impression Management – can – can

have a surprisingly large impact on an applicant’s rating. have a surprisingly large impact on an applicant’s rating.

Nonverbal behaviors are probably so important because Nonverbal behaviors are probably so important because

interviewers infer the interviewee’s personality from the way interviewers infer the interviewee’s personality from the way

he or she acts in the interview. he or she acts in the interview.

7–20

What Can Undermine An Interview’s Usefulness?What Can Undermine An Interview’s Usefulness?

Effect of Personal Characteristics: Attractiveness, Gender, Effect of Personal Characteristics: Attractiveness, Gender, RaceRace – Interviewers have to guard against letting an – Interviewers have to guard against letting an applicant’s attractiveness, gender, and race play a role in applicant’s attractiveness, gender, and race play a role in their rating.their rating.

Interviewer Interviewer IInadvertent Behavior nadvertent Behavior - Telegraphing refers to the - Telegraphing refers to the interviewer inadvertently evoking the expected answers.interviewer inadvertently evoking the expected answers.

Some interviewers talk so much that applicants have no Some interviewers talk so much that applicants have no time to answer questions.time to answer questions.

Some interviewers let the applicant dominate the interview, Some interviewers let the applicant dominate the interview, and so don’t ask all their questions. and so don’t ask all their questions.

Other interviewers play district attorney. Other interviewers play district attorney.

Some interviewers play amateur psychologist, Some interviewers play amateur psychologist, unprofessionally probing for hidden meanings in everything unprofessionally probing for hidden meanings in everything the applicants say.the applicants say.

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How to Design and Conduct How to Design and Conduct An Effective InterviewAn Effective Interview• The Structured Situational InterviewThe Structured Situational Interview

Use either situational questions or behavioral questions that Use either situational questions or behavioral questions that yield high criteria-related validities.yield high criteria-related validities.

Step 1:Step 1: Analyze the job.Analyze the job.

Step 2:Step 2: Rate the job’s main duties.Rate the job’s main duties.

Step 3:Step 3: Create interview questions.Create interview questions.

Step 4:Step 4: Create benchmark answers.Create benchmark answers.

Step 5:Step 5: Appoint the interview panel and Appoint the interview panel and conduct conduct interviews.interviews.

7–22

How to Conduct a More Effective How to Conduct a More Effective InterviewInterview

1

2

3

4

5

Being Systematic and Effective

Structure the interview.

Know the job.

Get organized.

Establish rapport.

Ask questions.

6 Take brief, unobtrusive notes.7 Close the interview.

8 Review the interview.

7–23

Creating Effective Interview Creating Effective Interview StructuresStructures• Base questions on actual job duties.Base questions on actual job duties.

• Use job knowledge, situational or behavioral Use job knowledge, situational or behavioral questions, and objective criteria to evaluate questions, and objective criteria to evaluate interviewee’s responses.interviewee’s responses.

• Use the same questions with all candidates.Use the same questions with all candidates.

• Use descriptive rating scales (excellent, fair, Use descriptive rating scales (excellent, fair, poor) to rate answers.poor) to rate answers.

• If possible, use a standardized interview form.If possible, use a standardized interview form.

7–24

How to Conduct a More Effective How to Conduct a More Effective InterviewInterview

1

2

3

4

5

Being Systematic and Effective

Structure the interview.

Know the job.

Get organized.

Establish rapport.

Ask questions.

6 Take brief, unobtrusive notes.7 Close the interview.

8 Review the interview.

Situational (What Would Situational (What Would You Do) QuestionsYou Do) Questions

• Suppose your boss insisted that a presentation had to be finished by tonight. Your subordinate said she has to get home early to attend an online class, so she is unable to help you. What would you do?

• The CEO just told you that he’s planning on firing your boss, with whom you are very close, and replacing him with you. What would you do?

Chapter 7-25

Behavioral (Past Behavior) Behavioral (Past Behavior) QuestionsQuestions

• Tell me about a time when you had to deal with a particularly obnoxious person. Describe the situation in detail, and explain how you handled it.

• Tell me about a time when you were under a great deal of stress. What was the situation, and how did you handle it?

Chapter 7-26

Background QuestionsBackground Questions

• What kind and how much experience have you had actually repairing automobile engines?

• Describe the types and years of experience you have had creating marketing programs for consumer products?

Chapter 7-27

7–28

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?

7–29

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?

7–30

FIGURE 7–4Interview Evaluation Form

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FIGURE 7–5 Interview Questions to Ask

1. What is the first problem that needs the attention of the person you hire?2. What other problems need attention now?3. What has been done about any of these to date?4. How has this job been performed in the past?5. Why is it now vacant?6. Do you have a written job description for this position?7. What are its major responsibilities?8. What authority would I have? How would you define its scope?9. What are the company’s five-year sales and profit projections?10. What needs to be done to reach these projections?11. What are the company’s major strengths and weaknesses?12. What are its strengths and weaknesses in production?13. What are its strengths and weaknesses in its products or its competitive position?14. Whom do you identify as your major competitors?15. What are their strengths and weaknesses?16. How do you view the future for your industry?17. Do you have any plans for new products or acquisitions?18. Might this company be sold or acquired?19. What is the company’s current financial strength?20. What can you tell me about the individual to whom I would report?21. What can you tell me about other persons in key positions?22. What can you tell me about the subordinates I would have?23. How would you define your management philosophy?24. Are employees afforded an opportunity for continuing education?25. What are you looking for in the person who will fill this job?

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FIGURE 7–A1Structured Interview Guide

7–33

FIGURE 7–A1Structured Interview Guide (cont’d)

7–34

FIGURE 7–A1Structured Interview Guide (cont’d)

7–35

K E Y T E R M S

unstructured (or nondirective) interview

structured (or directive) interview

situational interview

behavioral interview

job-related interview

stress interview

unstructured sequential interview

structured sequential interview

panel interview

mass interview

candidate-order error (or contrast) error

structured situational interview