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Chapter 7


Part Two | Recruitment and Placement

Copyright © 2011 Pearson Education, Inc. PowerPoint Presentation by Charlie Cook
publishing as Prentice Hall The University of West Alabama

publishing as Prentice Hall 7–2 . Inc. Basic Types of Interviews Selection Interview Types of Appraisal Interview Interviews Exit Interview Copyright © 2011 Pearson Education.

Selection Interview Structure Selection Interview Characteristics Interview Interview Interview structure content administration Copyright © 2011 Pearson Education. Inc. publishing as Prentice Hall 7–3 .

publishing as Prentice Hall 7–4 . Selection Interview Formats Interview Structure Formats Unstructured Structured (nondirective) (directive) interview interview Copyright © 2011 Pearson Education. Inc.

Interview Content Types of Questions Asked Situational Behavioral Job-related Stress interview interview interview interview Copyright © 2011 Pearson Education. publishing as Prentice Hall 7–5 . Inc.

Administering the Interview Unstructured sequential interview Structured Panel sequential interview interview Ways in Which Mass Interview Can Phone interview be Conducted interviews Video/Web- Computerized assisted interviews interviews Copyright © 2011 Pearson Education. Inc. publishing as Prentice Hall 7–6 .

publishing as Prentice Hall 7–7 .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 Copyright © 2011 Pearson Education. Inc.

What Can Undermine An Interview’s Usefulness? Nonverbal behavior First impressions and impression (snap judgments) management Interviewer’s Factors Affecting Applicant’s misunderstanding An Interview’s personal of the job Usefulness characteristics Candidate-order Interviewer’s (contrast) error and inadvertent pressure to hire behavior Copyright © 2011 Pearson Education. publishing as Prentice Hall 7–8 . Inc.

Step 2: Rate the job’s main duties. Step 1: Analyze the job. Copyright © 2011 Pearson Education. Step 3: Create interview questions.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. Inc. Step 4: Create benchmark answers. publishing as Prentice Hall 7–9 . Step 5: Appoint the interview panel and conduct interviews.

3 Get organized. Copyright © 2011 Pearson Education. Inc. publishing as Prentice Hall 7–10 . unobtrusive notes. 4 Establish rapport. 2 Structure the interview. 7 Close the interview. 8 Review the interview.How to Conduct a More Effective Interview Being Systematic and Effective 1 Know the job. 6 Take brief. 5 Ask questions.

• Use job knowledge. situational or behavioral questions. publishing as Prentice Hall 7–11 . Copyright © 2011 Pearson Education. poor) to rate answers. • If possible. Inc. fair.Creating Effective Interview Structures • Base questions on actual job duties. • Use descriptive rating scales (excellent. use a standardized interview form. • Use the same questions with all candidates. and objective criteria to evaluate interviewee’s responses.

Inc. training. Suppose you were giving a sales presentation and a difficult technical question arose that you could not answer. Based on your past work experience. Can you provide an example of a specific instance where you developed a sales presentation that was highly effective? Background Questions 5. What would you do? Past Behavior Questions 3. Suppose a more experienced coworker was not following standard work procedures and claimed the new procedure was better. What factors should you consider when developing a television advertising campaign? Copyright © 2011 Pearson Education. Would you use the new procedure? 2. What experience have you had with direct point-of-purchase sales? Job Knowledge Questions 7. What work experiences. What steps would you follow to conduct a brainstorming session with a group of employees on safety? 8. publishing as Prentice Hall 7–12 . or other qualifications do you have for working in a teamwork environment? 6. what is the most significant action you have ever taken to help out a coworker? 4. FIGURE 7–2 Examples of Questions That Provide Structure Situational Questions 1.

How can your supervisor best help you obtain your goals? 14. What has been your greatest frustration or disappointment on your present job? Why? 5. What did you like least about your last job? 4. What do you expect from this employer? 10. Which do you prefer. What would your last supervisor say your three weaknesses are? 12. What are your major strengths? 13. What are your career goals during the next 1–3 years? 5–10 years? 17. What are some things about which you and your supervisor disagreed? What did you do? 20. What motivated you to do better at your last job? 22. What were the circumstances surrounding your leaving your last job? 7. What are some of the pluses and minuses of your last job? 6. How did you choose this line of work? 2. Inc. What did you do the last time you received instructions with which you disagreed? 19. What did you enjoy most about your last job? 3. working alone or working with groups? 21. FIGURE 7–3 Suggested Supplementary Questions for Interviewing Applicants 1. Do you consider your progress in that job representative of your ability? Why? 23. Did you give notice? 8. What are three things you will not do in your next job? 11. In what ways would you change your last supervisor? 16. Why should we be hiring you? 9. 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? Copyright © 2011 Pearson Education. How did your supervisor rate your job performance? 15. How will working for this company help you reach those goals? 18. publishing as Prentice Hall 7–13 .

Using a Streamlined Interview Process 1. Inc. Formulate questions to ask in the interview • Intellectual factor • Motivation factor • Personality factor • Knowledge and experience factor Copyright © 2011 Pearson Education. Match the candidate to the job • Personality factor 2. Prepare for the interview 3. publishing as Prentice Hall 7–14 . Conduct the interview • Knowledge and experience • Have a plan • Motivation • Follow your plan • Intellectual capacity 4.

• Relate yourself to the interviewer’s needs. publishing as Prentice Hall 7–15 . Inc.Guidelines for Interviewees • Preparation is essential. • Think before answering. • Make a good first impression. Copyright © 2011 Pearson Education. • Ask questions. • Remember that appearance and enthusiasm are important. • Uncover the interviewer’s real needs.

What can you tell me about the subordinates I would have? 23. How has this job been performed in the past? 5. publishing as Prentice Hall 7–16 . What is the company’s current financial strength? 20. Inc. What needs to be done to reach these projections? 11. Are employees afforded an opportunity for continuing education? 25. Why is it now vacant? 6. How would you define your management philosophy? 24. What is the first problem that needs the attention of the person you hire? 2. What are its strengths and weaknesses in its products or its competitive position? 14. What are the company’s five-year sales and profit projections? 10. What are its major responsibilities? 8. What are the company’s major strengths and weaknesses? 12. How do you view the future for your industry? 17. Do you have any plans for new products or acquisitions? 18. What other problems need attention now? 3. FIGURE 7–5 Interview Questions to Ask 1. What are you looking for in the person who will fill this job? Copyright © 2011 Pearson Education. Might this company be sold or acquired? 19. What authority would I have? How would you define its scope? 9. What has been done about any of these to date? 4. Whom do you identify as your major competitors? 15. What are their strengths and weaknesses? 16. What are its strengths and weaknesses in production? 13. 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. Do you have a written job description for this position? 7.