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How to Conduct a Good Interview

How to Conduct a Good Interview

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Published by: UmmeAaiman on Apr 14, 2008
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11/07/2012

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How
 
to
 
conduct
 
a
 
good
 
interview?
 
Article
 
1:
 
Tips
 
for
 
the
 
interviewer
 
By
 
Tom
 
Whitley
 
Network
 
World
 
on
 
Careers,
 
03/01/99
 
In
 
response
 
to
 
a
 
recent
 
column,
 
several
 
readers
 
asked
 
for
 
more
 
tips
 
on
 
how
 
to
 
approach
 
an
 
interview
 
from
 
the
 
interviewer
ʹ
s
 
viewpoint.
 
Here
 
is
 
a
 
list
 
of
 
suggestions
 
to
 
 be
 
used
 
as
 
a
 
starting
 
point.
 
 
Be
 
sure
 
you
 
know
 
what
 
skills,
 
traits,
 
attitudes,
 
etc.
 
you
 
want
 
in
 
the
 
people
 
you
 
hire.
 
Write
 
a
 
complete
 
 job
 
description
 
if
 
one
 
doesn
ʹ
t
 
already
 
exist.
 
 
Define
 
the
 
areas
 
most
 
important
 
to
 
the
 
position.
 
For
 
example
technical
 
skills,
 
attitude,
 
motivation,
 
initiative,
 
work
 
habits,
 
social
 
skills,
 
analytical
 
ability,
 
etc.
 
 
Rank
 
the
 
areas
 
in
 
their
 
order
 
of
 
importance
 
top
 
to
 
 bottom.
 
 
Learn
 
how
 
to
 
ask
 
interview
 
questions.
 
My
 
suggestion
 
would
 
 be
 
to
 
learn
 
a
 
currently
 
popular
 
 but
 
very
 
effective
 
technique
 
called
ʺ
 behavioral
 
interviewing
ʺ
.
 
In
 
essence,
 
it
 
involves
 
asking
 
the
 
candidate
 
how
 
they
 
reacted
 
in
 
a
 
real
 
situation
 
instead
 
of
 
a
 
theoretical
 
one.
 
Rather
 
than
ʺ
how
 
do
 
you
 
react
 
to
 
stress?
ʺ
you
 
might
 
say
ʺ
describe
 
for
 
me
 
a
 
recent
 
situation
 
when
 
you
 
were
 
under
 
a
 
lot
 
of
 
stress
 
and
 
tell
 
me
 
how
 
you
 
reacted
 
to
 
it.
ʺ
 
Develop
 
a
 
repertoire
 
of
 
questions
 
to
 
spotlight
 
each
 
area
 
you
 
defined
 
earlier
 
as
 
 being
 
important.
 
 
Prepare
 
an
 
interview
ʺ
plan
 
sheet
ʺ
that
 
lists
 
all
 
the
 
information
 
you
 
want
 
to
 
tell
 
candidates.
 
Also,
 
prepare
 
a
 
checklist
 
of
 
important
 
areas
 
that
 
you
 
want
 
to
 
discuss
 
with
 
them.
 
 
Learn
 
how
 
to
 
listen
 
to
 
what
 
the
 
person
 
is
 
really
 
telling
 
you.
 
Don
ʹ
t
 
try
 
to
 
formulate
 
your
 
next
 
question
 
while
 
halfheartedly
 
listening.
 
 
Take
 
notes
 
during
 
or
 
immediately
 
after
 
the
 
interview.
 
 
 
 
If
 
more
 
than
 
one
 
person
 
will
 
interview
 
the
 
candidate,
 
give
 
each
 
of
 
them
 
a
 
copy
 
of
 
the
 
plan
 
sheet
 
and
 
ensure
 
that
 
they
 
know
 
why
 
they
 
are
 
interviewing
 
the
 
candidate.
 
Meet
 
with
 
them
 
and
 
review
 
their
 
notes
 
as
 
soon
 
after
 
the
 
interview
 
as
 
you
 
can.
 
 
Consider
 
using
 
a
 
commercially
 
available
ʺ
personality
 
trait
 
assessment
 
system
ʺ
.
 
We
 
use
 
one
 
that
 
can
 
 be
 
completed
 
 by
 
the
 
candidate
 
in
 
a
 
matter
 
of
 
minutes
 
and
 
immediately
 
 
evaluated
 
 by
 
PC
 
 based
 
software.
 
It
 
won
ʹ
t
 
tell
 
you
 
everything
 
you
 
need
 
to
 
know
 
 but
 
it
 
is
 
a
 
good
 
tool
 
when
 
used
 
properly.
 
I
 
evaluated
 
myself
 
and
 
quickly
 
 became
 
a
 
 believer
it
 
was
 
very
 
accurate!
 
 
Develop
 
a
 
personal
 
interviewing
 
style
 
or
 
system,
 
you
 
will
 
 be
 
more
 
organized
 
and
 
at
 
ease
 
if
 
you
 
do
 
this.
 
By
 
following
 
the
 
same
 
path
 
through
 
each
 
interview,
 
you
 
will
 
 be
 
able
 
to
 
compare
 
candidates
 
using
 
consistent
 
data.
 
 
Commit
 
to
 
yourself
 
and
 
the
 
candidate
 
that
 
you
 
will
 
make
 
a
 
go
 
or
 
a
 
no
go
 
decision
 
within
 
48
 
hours
 
of
 
the
 
interview
 
(go
 
means
 
to
 
the
 
next
 
level
 
in
 
the
 
process).
 
That
 
commitment
 
will
 
force
 
everyone
 
involved
 
to
 
prepare
 
for
 
the
 
interview,
 
to
 
conduct
 
the
 
interview
 
and
 
to
 
make
 
a
 
decision
not
 
waffle.
 
Indecision
 
is
 
enemy
 
#1
 
in
 
the
 
hiring
 
process.
 
You
 
owe
 
yourself
 
and
 
the
 
candidate
 
the
 
courtesy
 
of
 
an
 
expedient
 
decision.
 
I
 
have
 
hardly
 
scratched
 
the
 
surface
 
...
 
we
 
may
 
need
 
to
 
revisit
 
this
 
area.
 
Comments?
 
Article
 
2:
 
INTERVIEW
 
TIPS
 
FOR
 
THE
 
INTERVIEWER
 
 
The
 
Interview
 ‐‐
 ‐‐
 ‐‐
 ‐‐
 ‐‐
 
 
 
The
 
first
 
crucial
 
step
 
in
 
the
 
interviewing
 
process
 
is
 
to
 
review
 
the
 
 job
 
description
 
for
 
the
 
position.
 
You
 
develop
 
your
 
list
 
of
 
questions
 
 based
 
on
 
the
 
skills,
 
education,
 
and
 
experience
 
requirements
 
of
 
the
 
position.
 
Here
 
are
 
some
 
tips:
 
 
Create
 
several
 
questions
 
which
 
related
 
to
 
a
 
specific
 
skill.
 
Include
 
questions
 
which
 
will
 
introduce
 
levels
 
of
 
competence
 
in
 
that
 
specific
 
area.
 
 
Make
 
sure
 
that
 
the
 
questions
 
are
 
focused
 
on
 
the
 
important
 
competencies
 
required
 
for
 
that
 
position.
 
 
Have
 
a
 
clear
 
idea
 
of
 
correct
 
responses.
 
If
 
you
 
are
 
not
 
familiar
 
with
 
the
 
area,
 
do
 
not
 
ask
 
the
 
questions.
 
Leave
 
others
 
who
 
are
 
technically
 
competent
 
to
 
ask
 
the
 
questions
 
and
 
measure
 
the
 
response.
 
 
Ask
 
general
 
questions
 
which
 
could
 
not
 
 be
 
answered
 
without
 
knowledge
 
of
 
your
 
specific
 
industry.
 
 
Be
 
prepared
 
for
 
and
 
anticipate
 
second
 
and
 
third
 
party
 
questions
 
 based
 
on
 
the
 
candidate
ʹ
s
 
responses.
 
ESTABLISHING
 
GOODWILL
It
 
is
 
important
 
to
 
give
 
the
 
interviewee
 
a
 
realistic
 
and
 
positive
 
impression
 
of
 
the
 
position,
 
department,
 
and
 
University.
 
Remember,
 
you
 
are
 
looking
 
for
 
the
 
person
 
that
 
is
 
the
 
 best
 
fit
 
and
 
the
 
applicant
 
is
 
looking
 
for
 
the
 
same.
 
Misleading
 
the
 
applicant
 
will
 
not
 
 benefit
 
anyone.
 
In
 
an
 
effort
 
to
 
establish
 
goodwill:
 
Do Don
ʹ
t
 
 
Tell
 
prospective
 
employees
 
that
 
the
 
University
 
(department)is
 
a
 
good
 
place
 
to
 
work,
 
that
 
it
 
is
 
a
 
progressive
 
employer
 
and
 
that
 
it
 
is
 
concerned
 
about
 
the
 
welfare
 
of
 
its
 
employees.
 
 
Give
 
assurances
 
of
 
a
 
 job,
 
 job
 
security
 
or
 
continued
 
employment.
 
Never
 
use
 
phrases
 
such
 
as,
ʺ
as
 
long
 
as
 
you
 
do
 
a
 
good
 
 job,
ʺ
or
ʺ
until
 
you
ʹ
re
 
ready
 
to
 
retire.
ʺ
 
Tell
 
prospective
 
employees
 
that
 
the
 
past
 
and
 
present
 
history
 
of
 
the
 
University
 
 
Try
 
to
 
induce
 
individuals
 
away
 
from
 
other
 
employment
 
with
 
assurances
 
and
 
promises,
 
such
 

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