PREFACE

First at all, give thanks for Gods love and grace for us.

Thanks to God for helping us and give us chance to finish this assighment timely. And We
would like to say thank you to Mr. Abd. Muqit,S.Pd,Mpd as the lecturer that always teaches
us and give much knowledge about interview for applying job

This assighment is the one of English task that composed of Interview for Applying Job. We
realized this assighment is not perfect. But We hope it can be useful for us. Critics and
suggestion is needed here to make this assighment be better.

Hopefully, this paper can help the readers to expand their knowledge about Interview.
Hopefully we as a student in State Polytechnic of Malang can doing a good interview.
Thank you

Palembang, October 2017

Author

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 TABLE OF CONTENTS

PREFACE............................................................................................................................................... i
TABLE OF CONTENTS ..................................................................................................................... ii
1.1. Background ............................................................................................................................. 1
1.2. Problem Formulation .............................................................................................................. 2
1.3. Purpose ................................................................................................................................... 2
CHAPTER 2 .......................................................................................................................................... 3
DISCUSSION ........................................................................................................................................ 3
2.1. Interview ..................................................................................................................................... 3
2.1.1. Description of Interview ....................................................................................................... 3
2.1.2. Variety of context.................................................................................................................. 4
2.1.3. Types of interviews ............................................................................................................... 5
2.1.4. Interview Preparation ............................................................................................................ 6
2.2. Job Interview ................................................................................................................................ 8
2.2.1. Definition of Job Interview ................................................................................................... 8
2.2.3. Constructs ............................................................................................................................. 9
2.2.4. Assessment .......................................................................................................................... 12
2.2.4. Process ................................................................................................................................ 14
2.2.5. Types ................................................................................................................................... 16
2.2.6. Types of questions .............................................................................................................. 19
2.2.7. Situational interview questions ........................................................................................... 19
2.2.8. Behavioral interview questions ........................................................................................... 20
2.2.9. Other types of questions ...................................................................................................... 20
2.2.10. How to Answer the Most Common Interview Questions................................................. 23

2.3. Technology in interviews ........................................................................................................... 23

2.4. Factors impacting on effectiveness ........................................................................................... 24
2.4.1. Individual differences ......................................................................................................... 24
2.4.2. Interviewer characteristics .................................................................................................. 25
2.4.3. Validity and predictive power ............................................................................................. 25
2.4.4. Interview structure issues .................................................................................................... 26
2.4.5. Interviewer rating reliability ............................................................................................... 26
2.4.6. Applicant reactions ............................................................................................................. 27

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 2.4.7. Interview design .................................................................................................................. 27
2.4.8. Types of questions .............................................................................................................. 27
2.4.9. Additional factors................................................................................................................ 28
2.4.10. Interview anxiety............................................................................................................... 29
2.4.11. Implications for applicants ................................................................................................ 29
2.4.12. Implications for organizations .......................................................................................... 30
CHAPTER 3 ........................................................................................................................................ 31
FINAL .................................................................................................................................................. 31
3.1. Conclusion .................................................................................................................................. 31
3.2. Advice ......................................................................................................................................... 31
REFERENCES .................................................................................................................................... 32

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IV
 CHAPTER 1

INTRODUCTION

1.1. Background

Interview is one method of data collection to obtain information by asking directly to

the respondent. If the interview is the only means of data collection, or as a method given the
prime position in a series of other data collection methods, it will characterize the primary
method. Conversely, if it is used as a tool to seek information that can not be obtained by
other means, it will be a complement method. At times certain interview methods are used by
people to test the truth and stability of a datum that has been obtained by other means, such as
observation, test, questionnaire and so on. Used for such purposes the method of interview
would be a measuring or criterion.

In the three classes of functions it is not implicit that one group has a higher price than
the other. As the primary method of interview is a very important task. As a complement the
interview method becomes a very valuable source of information, and as a criterion it
becomes a tool that gives deciding consideration. In terms of the existence of the three main
functions it actually shows that the interview is a versatile method.

In the interview process there are 2 (two) parties with different positions. The first
party serves as a questioner, also called as an interviewer, while the second party serves as a
provider of information (Information supplyer), interviewer or informant. The interviewer
asks questions, asks for information or explanations, while assessing the answers. At the
same time he held a paraphrase (recounting the contents of interviewee answers in other
words), recalled and recorded the answers. Besides, he also explored further information and
tried to do "probing" (stimulus, encouragement). Interviewees are expected to provide
information and explanations, and answer all questions asked to him. Sometimes he even
responds by asking questions as well. The relationship between the interviewer and the
interviewee is referred to as "a face to face non-reciprocal relation" (face-to-face relationships
are not reciprocal). So this interview can be viewed as a method of collecting data with one-
sided question and answer, which is done systematically and based on research objectives
(Kartono, 1980: 171).

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1.2. Problem Formulation

Based on the backround,the problem discussed can be formulated as follows :

1. How does the description of Interview?

2. How does the types of interviews?
3. What does the most interview queistions ?
4. How to prepare an interview?
5. How about Job interview?

1.3. Purpose

Based on the problem formulation ,the purposes can be showed as follows :

1. To know the description of Interview

2. To know the types of interview
3. To know the most interview queistions.
4. To know how to prepare an interview
5. To know about job interview

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 CHAPTER 2

DISCUSSION

2.1. Interview

2.1.1. Description of Interview

An interview is a conversation where questions are asked and answers are given. In common
parlance, the word "interview" refers to a one-on-one conversation with one person acting in
the role of the interviewer and the other in the role of the interviewee. The interviewer asks
questions, the interviewee responds, with participants taking turns talking. Interviews usually
involve a transfer of information from interviewee to interviewer, which is usually the
primary purpose of the interview, although information transfers can happen in both
directions simultaneously. One can contrast an interview which involves bi-
directional communication with a one-way flow of information, such as a speech or oration.

Interviews usually take place face to face and in person, although modern communications
technologies such as the Internet have enabled conversations to happen in which parties are
separated geographically, such as with videoconferencing software, and of course telephone
interviews can happen without visual contact. Interviews almost always involve spoken
conversation between two or more parties, although in some instances a "conversation" can
happen between two persons who type questions and answers back and forth. Interviews can
range from unstructured or free-wheeling and open-ended conversations in which there is no
predetermined plan with prearranged questions, to highly structured conversations in which
specific questions occur in a specified order. They can follow diverse formats; for example,
in a ladder interview, a respondent's answers typically guide subsequent interviews, with the
object being to explore a respondent's subconscious motives. Typically the interviewer has
some way of recording the information that is gleaned from the interviewee, often by writing
with a pencil and paper, sometimes transcribing with a video or audio recorder, depending on
the context and extent of information and the length of the interview. Interviews have a
duration in time, in the sense that the interview has a beginning and an ending.

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2.1.2. Variety of context
Employment. Interviews in an employment context are typically called job interviews which
describe a formal consultation for the purpose of evaluating the qualifications of the
interviewee for a specific position. Interviews are seen as a useful tool in assessing
qualifications. A specific type of job interview is a case interview in which the applicant is
presented with a question or task or challenge, and asked to resolve the situation. Sometimes
to prepare for job interviews, candidates are treated to a mock interview as a training exercise
to prepare the respondent to handle questions in the subsequent 'real' interview. Sometimes
the interviews happen in several waves, with the first interview sometimes being called
a screening interview which is a shorter length interview, followed by more in-depth
interviews later on, usually by company personnel who can ultimately hire the applicant.
Conventional methods of interview has been changed. Applicants are getting interviewed
from other cities and countries with the help of video calling facilities.

Psychology. Psychologists use a variety of interviewing methods and techniques to try to

understand and help their patients. In a psychiatric interview, a psychiatrist or psychologist or
nurse asks a battery of questions to complete what is called a psychiatric assessment.
Sometimes two people are interviewed by an interviewer, with one format being
called couple interviews. Criminologists and detectives sometimes use cognitive
interviews on eyewitnesses and victims to try to ascertain what can be recalled specifically
from a crime scene, hopefully before the specific memories begin to fade in the mind.

Research. In marketing research and academic research, interviews are used in a wide
variety of ways. Interviews are often used in qualitative research in which firms try to
understand how consumers think. Consumer research firms sometimes use computer-assisted
telephone interviewing to randomly dial phone numbers to conduct highly structured
telephone interviews, with scripted questions and responses entered directly into the
computer.

Journalism and other media. Typically, reporters covering a story

in journalism conduct interviews over the phone and in person to gain information for
subsequent publication. Reporters can interview political candidates on television shows. In
a talk show, a radio or television "host" interviews one or more people, with the choice of
topic usually being chosen by the host, sometimes for the purposes of entertainment,
sometimes for informational purposes. Such interviews are often recorded and some of them
can be released on an interview disc.

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Other situations. Sometimes college representatives or alumni conduct college
interviews with prospective students as a way of assessing a student's suitability while
offering the student a chance to learn more about a college. Some services specialize in
coaching people for interviews.

2.1.3. Types of interviews

There are many types of interviews that an organization can arrange. It depends on
the objectives of taking the interview. Some important types of interviews are stated
below:

Personal interviews: Personal interviews include:

Selection of the employees
Promotion of the employees
Retirement and resignation of the employees
Of course, this type of interview is designed to obtain information through discussion
and observation about how well the interviewer will perform on the job.

Evaluation interviews: The interviews which take place annually to review the progress
of the interviewee are called the evaluation interviews. Naturally, it is occurring between
superiors and subordinates. The main objective of this interview is to find out the
strengths and weaknesses of the employees.
Persuasive interviews: This type of interview is designed to sell someone a product or an
idea. When a sales representative talk with a target buyer, persuasion takes the form of
convincing the target that the product or idea meets a need.
Structured interviews: Structured interviews tend to follow formal procedures; the
interviewer follows a predetermined agenda or questions.
Unstructured interviews: When the interview does not follow the formal rules or
procedures. It is called an unstructured interview. The discussion will probably be free
flowing and may shift rapidly form on subject to another depending on the interests of the
interviewee and the interviewer.
Counseling interviews: This may be held to find out what has been troubling the workers
and why someone has not been working.

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 Disciplinary interviews: Disciplinary interviews are occurring when an employee has
been accused of breaching the organizations rules and procedures.
Stress interviews: It is designed to place the interviewee in a stress situation in order to
observe the interviewees reaction.
Public interviews: These include political parties radio-television and newspaper.
Informal or conversational interview: In the conversational interview, no
predetermined questions are asked, in order to remain as open and adaptable a possible to
the interviewees nature and priorities; during the interview the interviewer goes with the
flow.
General interview guide approach: The guide approach is intended to ensure that the
same general areas of information are collected from each interviewee this provides more
focus than the conversational approach but still allows a degree of freedom and
adaptability in getting the information from the interviewee.
Standardized or open-ended interview: Here the same open-ended questions are asked
to all interviewees; this approach facilitates faster interviews faster interviews that can be
more easily analyzed and compared.
Closed or fixed-response interview: It is an interview where all interviewers ask the
same questions and asked to choose answers from among the same set of alternatives.
This formal is useful for those not practiced in interviewing.

2.1.4. Interview Preparation

Preparation is the best way to combat the interview nerves and the key to a
successful interview. Through good preparation, you will feel more confident
and ready to do your best. See the following pages for hints and tips on preparing
for your interview. The majority of the interview centers on you, so before you
talk to a prospective employer, take time to think about what you have to offer.

1. The best way to figure out what you have to offer is to do a self assessment.
Strengths : Know your strengths and have a short story to tell which
demonstrates that strength.
Academic Performance : Be prepared to discuss your grades, mention particular
courses that related to your targeted career, and describe hands-on knowledge you
learned through labs, internships, service learning, etc.

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 Work Experience : Be prepared to describe what you learned from your previous
work experience and how it related to the position.
Professional Goals : State how your major matches your career interests and
professional goals. Describe how your goals would motivate you to do your best work
for them.
2. Before the Interview
Research the Employer : Visit the company website, learn about the products,
services, and mission.
Research the position : Analyze the job description, match your experiences to
the position.
Know Yourself : Know your resume inside & out and prepare examples
of your accomplishments
Know the Interview Format :Know who you are meeting with and the format the
interview will follow.
Practice : Prepare your answers to frequently asked interview
questions. Do a mock interview.
Make a List of Questions to Ask :Prepare questions that demonstrate your
interest.
3. The Day of the Interview
Dress to Impress : Look professional, well dressed and groomed.
Be Prepared : Bring extra resumes, references, transcripts, certifications,
work,etc
Arrive Early : Arrive 10 minutes early so you have time to relax before the
interview begins.
Have a great Attitude : Be enthusiastic and have a positive attitude.
4. During the Interview
Make a Great First Impression : Offer a firm handshake, have good eye contact,
smile & be polite
Demonstrate Your Knowledge & Interest : Listen, have clear & concise answers, ask
questions.

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 5. After the Interview
Learn from your mistakes : Note what you think you handled right & and what
you handled wrong
Say thank you :Send a thank you letter that reiterates your interest in
the position and organization.
Follow-up : Make one follow-up call to check on the status of the position.

2.2. Job Interview

2.2.1. Definition of Job Interview

A job interview is a one-on-one interview consisting of a conversation between a job
applicant and a representative of an employer which is conducted to assess whether the
applicant should be hired. Interviews are one of the most popularly used devices for
employee selection. Interviews vary in the extent to which the questions are structured, from
a totally unstructured and free-wheeling conversation, to a structured interview in which an
applicant is asked a predetermined list of questions in a specified order;structured interviews
are usually more accurate predictors of which applicants will make good employees,
according to research studies.

A job interview typically precedes the hiring decision. The interview is usually preceded by
the evaluation of submitted rsums from interested candidates, possibly by examining job
applications or reading many resumes. Next, after this screening, a small number of
candidates for interviews is selected.

Potential job interview opportunities also include networking events and career fairs. The job
interview is considered one of the most useful tools for evaluating potential employees. It
also demands significant resources from the employer, yet has been demonstrated to be
notoriously unreliable in identifying the optimal person for the job. An interview also allows
the candidate to assess the corporate culture and demands of the job.

Multiple rounds of job interviews and/or other candidate selection methods may be used
where there are many candidates or the job is particularly challenging or desirable. Earlier
rounds sometimes called 'screening interviews' may involve fewer staff from the employers
and will typically be much shorter and less in-depth. An increasingly common initial
interview approach is the telephone interview. This is especially common when the

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candidates do not live near the employer and has the advantage of keeping costs low for both
sides. Since 2003, interviews have been held through video conferencing software, such
as Skype Once all candidates have been interviewed, the employer typically selects the most
desirable candidate(s) and begins the negotiation of a job offer.

2.2.3. Constructs
Researchers have attempted to identify which interview strategies or "constructs" can help
interviewers choose the best candidate. Research suggests that interviews capture a wide
variety of applicant attributes. Constructs can be classified into three categories: job-relevant
content, interviewee performance (behavior unrelated to the job but which influences the
evaluation), and job-irrelevant interviewer biases.

Job-relevant interview content Interview questions are generally designed to tap applicant
attributes that are specifically relevant to the job for which the person is applying. The job-
relevant applicant attributes that the questions purportedly assess are thought to be necessary
for one to successfully perform on the job. The job-relevant constructs that have been
assessed in the interview can be classified into three categories: general traits, experiential
factors, and core job elements. The first category refers to relatively stable applicant traits.
The second category refers to job knowledge that the applicant has acquired over time. The
third category refers to the knowledge, skills, and abilities associated with the job.

General traits:

Mental ability: Applicants' capacity to learn and process information

Personality: Conscientiousness, agreeableness, emotional stability, extroversion,
openness to new experiences
Interest, goals, and values: Applicant motives, goals, and person-organization fit

Experiential factors:

Experience: Job-relevant knowledge derived from prior experience

Education: Job-relevant knowledge derived from prior education
Training: Job-relevant knowledge derived from prior training

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Core job elements:

Declarative knowledge: Applicants' learned knowledge

Procedural skills and abilities: Applicants' ability to complete the tasks required to do the
job
Motivation: Applicants' willingness to exert the effort required to do the job

Interviewee performance Interviewer evaluations of applicant responses also tend to be

colored by how an applicant behaves in the interview. These behaviors may not be directly
related to the constructs the interview questions were designed to assess, but can be related to
aspects of the job for which they are applying. Applicants without realizing it may engage in
a number of behaviors that influence ratings of their performance. The applicant may have
acquired these behaviors during training or from previous interview experience. These
interviewee performance constructs can also be classified into three categories: social
effectiveness skills, interpersonal presentation, and personal/contextual factors.

Social effectiveness skills:

Impression management: Applicants' attempt to make sure the interviewer forms a

positive impression of them
Social skills: Applicants' ability to adapt his/her behavior according to the demands of the
situation to positively influence the interviewer
Self-monitoring: Applicants' regulation of behaviors to control the image presented to the
interviewer
Relational control: Applicants' attempt to control the flow of the conversation

Interpersonal presentation:

Verbal expression: Pitch, rate, pauses

Nonverbal behavior: Gaze, smile, hand movement, body orientation

Personal/contextual factors:

Interview training: Coaching, mock interviews with feedback

Interview experience: Number of prior interviews
Interview self-efficacy: Applicants' perceived ability to do well in the interview
Interview motivation: Applicants' motivation to succeed in an interview

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Job-irrelevant interviewer biases The following are personal and demographic
characteristics that can potentially influence interviewer evaluations of interviewee responses.
These factors are typically not relevant to whether the individual can do the job (that is, not
related to job performance), thus, their influence on interview ratings should be minimized or
excluded. In fact, there are laws in many countries that prohibit consideration of many of
these protected classes of people when making selection decisions. Using structured
interviews with multiple interviewers coupled with training may help reduce the effect of the
following characteristics on interview ratings.[24] The list of job-irrelevant interviewer biases
is presented below.

Attractiveness: Applicant physical attractiveness can influence interviewer's evaluation of

one's interview performance
Race: Whites tend to score higher than Blacks and Hispanics; racial similarity between
interviewer and applicant, on the other hand, has not been found to influence interview
ratings
Gender: Females tend to receive slightly higher interview scores than their male
counterparts;gender similarity does not seem to influence interview ratings
Similarities in background and attitudes: Interviewers perceived interpersonal attraction
was found to influence interview ratings
Culture: Applicants with an ethnic name and a foreign accent were viewed less favorably
than applicants with just an ethnic name and no accent or an applicant with a traditional
name with or without an accent

The extent to which ratings of interviewee performance reflect certain constructs varies
widely depending on the level of structure of the interview, the kind of questions asked,
interviewer or applicant biases, applicant professional dress or nonverbal behavior, and a host
of other factors. For example, some research suggests that applicant's cognitive ability,
education, training, and work experiences may be better captured in unstructured interviews,
whereas applicant's job knowledge, organizational fit, interpersonal skills, and applied
knowledge may be better captured in a structured interview.

Further, interviews are typically designed to assess a number of constructs. Given the social
nature of the interview, applicant responses to interview questions and interviewer
evaluations of those responses are sometimes influenced by constructs beyond those the
questions were intended to assess, making it extremely difficult to tease out the specific

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constructs measured during the interview. Reducing the number of constructs the interview is
intended to assess may help mitigate this issue. Moreover, of practical importance is whether
the interview is a better measure of some constructs in comparison to paper and pencil tests
of the same constructs. Indeed, certain constructs (mental ability and skills, experience) may
be better measured with paper and pencil tests than during the interview, whereas personality-
related constructs seem to be better measured during the interview in comparison to paper
and pencil tests of the same personality constructs. In sum, the following is recommended:
Interviews should be developed to assess the job relevant constructs identified in the job
analysis.

2.2.4. Assessment
Person-environment fit

Person-environment fit is often measured by organizations when hiring new employees.

There are many types of Person-environment fit with the two most relevant for interviews
being Person-job and Person-organization fit. Interviewers usually emphasis Person-job fit
and ask twice as many questions about Person-job fit compared to Person-organization
fit. Interviewers are more likely to give applicants with good Person-job fit a hiring
recommendation compared to an applicant with good Person-organization fit.

An applicants knowledge, skills, abilities, and other attributes (KSAOs) are the most
commonly measured variables when interviewers assess Person-job fit. In one survey, all
interviewers reported that their organization measures KSAOs to determine Person-job
fit. The same study found that all interviewers used personality traits and 65% of the
interviewers used personal values to measure Person-organization fit.

Despite fit being a concern among organizations, how to determine fit and the types of
questions to use varies. When interview fit questions were examined, only 4% of the
questions used in interviews were similar across the majority of organizations. 22% of
questions were commonly used by recruiters in some organizations. In contrast, 74% of the
questions had no commonality between organizations. Although the idea of fit is similar in
many organizations, the questions used and how that information is judged may be very
different.

Person-job fit and Person-organization fit have different levels of importance at different
stages of a multi stage interview proves. Despite this, Person-job fit is considered of highest

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importance throughout the entire process. Organizations focus more on job related skills early
on to screen out potential unqualified candidates. Thus, more questions are devoted to
Person-job fit during the initial interview stages. Once applicants have passed the initial
stages, more questions are used for Person-organization fit in the final interview stages.
Although there is more focus on Person-organization fit in these later stages, Person-job fit is
still considered to be of greater importance.

In a single stage interview, both fits are assessed during a single interview. Interviewers still
put more weight on Person-job fit questions over the Person-organization questions in these
situations as well. Again, Person-job fit questions are used to screen out and reduce the
number of applicants.

Potential applicants also use job interviews to assess their fit within an organization. This can
determine if an applicant will take a job offer when one is offered. When applicants assess
their fit with an organization the experience they have during the job interview is the most
influential.

Applicants felt that they had highest fit with an organization when they could add information
not covered during the interview that they wanted to share. Applicants also liked when they
could ask questions about the organization. They also when they could ask follow up
questions to ensure they answered the interviewers questions to the level the interviewer
wanted.Interviewer behaviors that encourage fit perceptions in applicants include
complimenting applicants on their resume and thanking them for traveling to the
interview. Applicants like to be given contact information if follow up information is needed,
the interviewer making eye contact, and asking if the applicant was comfortable.

The Interviewer can discourage fit perceptions by how they act during an interview as well.
the biggest negative behavior for applicants was the interviewer not knowing information
about their organization. Without information about the organization applicants cannot judge
how well they fit. Another negative behavior is not knowing applicants background
information during the interview. Interviewers can also hurt fit perception by being
inattentive during the interview and not greeting the applicant.

There are some issues with fit perceptions in interviews. Applicants Person-organization fit
scores can be altered by the amount of ingratiation done by the applicants. Interviewers skew
their Person-organization fit scores the more ingratiation applicants do during an interview.
By applicants emphasizing similarities between them and the interviewer this leads to a

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higher Person-organization fit perceptions by the interviewer. This higher perception of fit
leads to a greater likelihood of the candidate being hired.

2.2.4. Process
One way to think about the interview process is as three separate, albeit related, phases: (1)
the preinterview phase which occurs before the interviewer and candidate meet, (2) the
interview phase where the interview is conducted, and (3) the postinterview phase where the
interviewer forms judgments of candidate qualifications and makes final decisions. Although
separate, these three phases are related. That is, impressions interviewers form early on may
affect how they view the person in a later phase.

2.2.4.1. Preinterview phase

The preinterview phase encompasses the information available to the interviewer
beforehand (e.g., resumes, test scores, social networking site information) and the
perceptions interviewers form about applicants from this information prior to the
actual face-to-face interaction between the two individuals. In this phase, interviewers
are likely to already have ideas about the characteristics that would make a person
ideal or qualified for the position. Interviewers also have information about the
applicant usually in the form of a resume, test scores, or prior contacts with the
applicant.Interviewers then often integrate information that they have on an applicant
with their ideas about the ideal employee to form a preinterview evaluation of the
candidate. In this way, interviewers typically have an impression of you even before
the actual face-to-face interview interaction. Nowadays with recent technological
advancements, we must be aware that interviewers have an even larger amount of
information available on some candidates. For example, interviewers can obtain
information from search engines (e.g. Google, Bing, Yahoo), blogs, and even social
networks (e.g. Linkedin, Facebook, Twitter). While some of this information may be
job-related, some of it may not be. In some cases, a review of Facebook may reveal
undesirable behaviors such as drunkenness or drug use. Despite the relevance of the
information, any information interviewers obtain about the applicant before the
interview is likely to influence their preinterview impression of the candidate. And,
why is all this important? It is important because what interviewers think about you
before they meet you, can have an effect on how they might treat you in the interview

14
 and what they remember about you. Furthermore, researchers have found that what
interviewers think about the applicant before the interview (preinterview phase) is
related to how they evaluate the candidate after the interview, despite how the
candidate may have performed during the interview.

2.2.4.2. Interview phase

The interview phase entails the actual conduct of the interview, the interaction
between the interviewer and the applicant. Initial interviewer impressions about the
applicant before the interview may influence the amount of time an interviewer
spends in the interview with the applicant, the interviewers behavior and questioning
of the applicant, and the interviewers postinterview evaluations.Preinterview
impressions also can affect what the interviewer notices about the interviewee, recalls
from the interview, and how an interviewer interprets what the applicant says and
does in the interview.

As interviews are typically conducted face-to-face, over the phone, or through video
conferencing (e.g. Skype), they are a social interaction between at least two
individuals. Thus, the behavior of the interviewer during the interview likely "leaks"
information to the interviewee. That is, you can sometimes tell during the interview
whether the interviewer thinks positively or negatively about you. Knowing this
information can actually affect how the applicant behaves, resulting in a self-fulfilling
prophecy effect.For example, interviewees who feel the interviewer does not think
they are qualified may be more anxious and feel they need to prove they are qualified.
Such anxiety may hamper how well they actually perform and present themselves
during the interview, fulfilling the original thoughts of the interviewer. Alternatively,
interviewees who perceive an interviewer believes they are qualified for the job may
feel more at ease and comfortable during the exchange, and consequently actually
perform better in the interview. It should be noted again, that because of the dynamic
nature of the interview, the interaction between the behaviors and thoughts of both
parties is a continuous process whereby information is processed and informs
subsequent behavior, thoughts, and evaluations.

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2.2.4.3. Postinterview phase
After the interview is conducted, the interviewer must form an evaluation of the
interviewees qualifications for the position. The interviewer most likely takes into
consideration all the information, even from the preinterview phase, and integrates it
to form a postinterview evaluation of the applicant. In the final stage of the interview
process, the interviewer uses his/her evaluation of the candidate (i.e., in the form of
interview ratings or judgment) to make a final decision. Sometimes other selection
tools (e.g., work samples, cognitive ability tests, personality tests) are used in
combination with the interview to make final hiring decisions; however, interviews
remain the most commonly used selection device in North America.

2.2.4.4. For interviewees

Although the description of the interview process above focuses on the perspective of
the interviewer, job applicants also gather information on the job and/or organization
and form impressions prior to the interview. The interview is a two-way exchange and
applicants are also making decisions about whether the company is a good fit for
them. Essentially, the process model illustrates that the interview is not an isolated
interaction, but rather a complex process that begins with two parties forming
judgments and gathering information, and ends with a final interviewer decision.

2.2.5. Types
There are many types of interviews that organizations can conduct. What is the same across
all interview types, however, is the idea of interview structure. How much an interview is
structured, or developed and conducted the same way across all applicants, depends on the
number of certain elements included in that interview. Overall, the interview can be
standardized both with regard to the content (i.e., what questions are asked) and to the
evaluative process (i.e., how the applicants responses to the questions are scored). When an
interview is standardized, it increases the likelihood that an interviewees ratings are due to
the quality of his/her responses instead of non-job-related and often distracting factors, such
as appearance. Interview structure is more appropriately thought to be on a continuum,
ranging from completely unstructured to fully structured.However, structure is often treated

16
as a having only two categories (that is, structured vs. unstructured), which many researchers
believe to be too simple of an approach.

2.2.5.1. Unstructured
The unstructured interview, or one that does not include a good number of
standardization elements, is the most common form of interview today. Unstructured
interviews are typically seen as free-flowing; the interviewer can swap out or change
questions as he/she feels is best, and different interviewers may not rate or score
applicant responses in the same way. There are also no directions put in place
regarding how the interviewer and the interviewee should interact before, during, or
after the interview. Unstructured interviews essentially allow the interviewer to
conduct the interview however he or she thinks is best.

Given unstructured interviews can change based on who the interviewer might be, it is
not surprising that unstructured interviews are typically preferred by
interviewers. Interviewers tend to develop confidence in their ability to accurately rate
interviewees,detect whether applicants are faking their answers,and trust their
judgment about whether the person is a good candidate for the job.Unstructured
interviews allow interviewers to do so more freely. Research suggests, however, that
unstructured interviews are actually highly unreliable, or inconsistent between
interviews. That means that two interviewers who conduct an interview with the same
person may not agree and see the candidate the same way even if they were in the
same interview with that applicant. Often interviewers who conduct unstructured
interviews fail to identify the high-quality candidates for the job. See the section on
interview structure issues for a more in-depth discussion.

2.2.5.2. Structured
Interview structure is the degree to which interviews are identical and conducted the
same across applicants.Also known as guided, systematic, or patterned interviews,
structured interviews aim to make both the content (the information addressed as well
as the administration of the interaction) and the evaluation (how the applicant is
scored) the same no matter what applicant is being interviewed. Specifically,
researchers commonly address 15 elements that can be used to make the interviews

17
 content and evaluation process similar. An interviews degree of structure is often
thought of as the extent to which these elements are included when conducting
interviews.

Content structure:

Ensure questions are relevant to the job, as indicated by a job analysis

Ask the same questions of all interviewees
Limit prompting, or follow up questions, that interviewers may ask
Ask better questions, such as behavioral description questions
Have a longer interview
Control ancillary information available to the interviewees, such as resumes
Dont allow questions from applicants during interview

Evaluation structure:

Rate each answer rather than making an overall evaluation at the end of the interview
Use anchored rating scales (for an example, see BARS)
Have the interviewer take detailed notes
Have more than one interviewer view each applicant (i.e. have panel interviews)
Have the same interviewers rate each applicant
Dont allow any discussion about the applicants between interviewers
Train the interviewers
Use statistical procedures to create an overall interview score

Multiple research studies have shown that using these elements to design the interview
increases the interviews ability to identify high-performing individuals. As mentioned, the
structure of an interview is on a scale that ranges from unstructured to structured, but it
remains unclear which or how many structure elements must be included before the interview
can be considered structured. Some researchers argue that including at least some, but not
all, elements into the interview should be considered semi-structured.Others have attempted
to create levels of structure, such as Huffcutt, Culbertson, and Weyhrauchs four levels of
structure, which point to varying degrees of standardization in each level. Despite being
difficult to say exactly what a structured interview is, structured interviews are widely seen as
more preferred over unstructured interviews by organizations if an accurate and consistent
measure of an applicant is desired.

18
2.2.6. Types of questions
Regardless of interview structure, there are several types of questions interviewers ask
applicants. Two major types that are used frequently and that have extensive empirical
support are situational questions and behavioral questions (also known as patterned
behavioral description interviews).Best practices include basing both types of questions on
"critical incidents" that are required to perform the job but they differ in their focus (see
below for descriptions). Critical incidents are relevant tasks that are required for the job and
can be collected through interviews or surveys with current employees, managers, or subject
matter experts. One of the first critical incidents techniques ever used in the United States
Army asked combat veterans to report specific incidents of effective or ineffective behavior
of a leader. The question posed to veterans was "Describe the officers actions. What did he
do?" Their responses were compiled to create a factual definition or "critical requirements" of
what an effective combat leader is.[

Previous research has found mixed results regarding whether behavioral or situational
questions will best predict future job performance of an applicant. It is likely that variables
unique to each situation, such as the specific criteria being examined,the applicants work
experience,or the interviewees nonverbal behavior make a difference with regard to which
question type is the best. It is recommended to incorporate both situational and behavioral
questions into the interview to get the best of both question types.The use of high-quality
questions represents an element of structure, and is essential to ensure that candidates provide
meaningful responses reflective of their capability to perform on the job.

2.2.7. Situational interview questions

Situational interview questions ask job applicants to imagine a set of circumstances and then
indicate how they would respond in that situation; hence, the questions are future oriented.
One advantage of situational questions is that all interviewees respond to the same
hypothetical situation rather than describe experiences unique to them from their past.
Another advantage is that situational questions allow respondents who have had no direct job
experience relevant to a particular question to provide a hypothetical response. Two core
aspects of the SI are the development of situational dilemmas that employees encounter on
the job, and a scoring guide to evaluate responses to each dilemma.

19
2.2.8. Behavioral interview questions
Behavioral (experience-based or patterned behavioral) interviews are past-oriented in that
they ask respondents to relate what they did in past jobs or life situations that are relevant to
the particular job relevant knowledge, skills, and abilities required for success.The idea is that
past behavior is the best predictor of future performance in similar situations. By asking
questions about how job applicants have handled situations in the past that are similar to
those they will face on the job, employers can gauge how they might perform in future
situations.

Behavioral interview questions include:

Describe a situation in which you were able to use persuasion to successfully convince
someone to see things your way.
Give me an example of a time when you set a goal and were able to meet or achieve it.
Tell me about a time when you had to use your presentation skills to influence someone's
opinion.
Give me an example of a time when you had to conform to a policy with which you did
not agree.

Examples include the STAR and SOARA techniques.

2.2.9. Other types of questions

Other possible types of questions that may be asked alongside structured interview questions
or in a separate interview include: background questions, job knowledge questions, and
puzzle type questions. A brief explanation of each follows.

Background questions include a focus on work experience, education, and other

qualifications.For instance, an interviewer may ask "What experience have you had with
direct sales phone calls?" Interviews comprised primarily of these types of questions are
often labeled "conventional interviews."
Job knowledge questions may ask candidates to describe or demonstrate knowlegde,
skills, and abilities (KSAs) relevant to the job. These are typically highly specific
questions.For example, one question may be "What steps would you take to conduct a
manager training session on safety?"

20
 The puzzle interview was popularized by Microsoft in the 1990s, and is now used in
other organizations. The most common types of questions either ask the applicant to
solve puzzles or brain teasers (e.g., "Why are manhole covers round?") or to solve
unusual problems (e.g., "How would you weigh an airplane without a scale?")

2.2.10 How to Answer the Most Common Interview Questions

1. Can you tell me a little about yourself?

This question seems simple, so many people fail to prepare for it, but it's crucial.
Here's the deal: Don't give your complete employment (or personal) history. Instead
give a pitchone thats concise and compelling and that shows exactly why youre
the right fit for the job. Start off with the 2-3 specific accomplishments or experiences
that you most want the interviewer to know about, then wrap up talking about how
that prior experience has positioned you for this specific role.
2. Why should we hire you?
This interview question seems forward (not to mention intimidating!), but if you're
asked it, you're in luck: There's no better setup for you to sell yourself and your skills
to the hiring manager. Your job here is to craft an answer that covers three things: that
you can not only do the work, you can deliver great results; that you'll really fit in
with the team and culture; and that you'd be a better hire than any of the other
candidates.
3. What are your greatest professional strengths?
When answering this question, interview coach Pamela Skillings recommends being
accurate (share your true strengths, not those you think the interviewer wants to hear);
relevant (choose your strengths that are most targeted to this particular position); and
specific (for example, instead of people skills, choose persuasive communication
or relationship building). Then, follow up with an example of how you've
demonstrated these traits in a professional setting.
4. What do you consider to be your weaknesses?
What your interviewer is really trying to do with this questionbeyond identifying
any major red flagsis to gauge your self-awareness and honesty. So, I can't meet a
deadline to save my life is not an optionbut neither is Nothing! I'm perfect!
Strike a balance by thinking of something that you struggle with but that youre

21
 working to improve. For example, maybe youve never been strong at public
speaking, but you've recently volunteered to run meetings to help you be more
comfortable when addressing a crowd.
5. Why do you want this job?
Again, companies want to hire people who are passionate about the job, so you should
have a great answer about why you want the position. (And if you don't? You
probably should apply elsewhere.) First, identify a couple of key factors that make the
role a great fit for you (e.g., I love customer support because I love the constant
human interaction and the satisfaction that comes from helping someone solve a
problem"), then share why you love the company (e.g., Ive always been passionate
about education, and I think you guys are doing great things, so I want to be a part of
it).
6. Why are you leaving your current job?
This is a toughie, but one you can be sure you'll be asked. Definitely keep things
positiveyou have nothing to gain by being negative about your past employers.
Instead, frame things in a way that shows that you're eager to take on new
opportunities and that the role youre interviewing for is a better fit for you than your
current or last position. For example, Id really love to be part of product
development from beginning to end, and I know Id have that opportunity here. And
if you were let go? Keep it simple: Unfortunately, I was let go, is a totally OK
answer.
7. What is your greatest professional achievement?
Nothing says hire me better than a track record of achieving amazing results in past
jobs, so don't be shy when answering this interview question! A great way to do so is
by using the S-T-A-R method: Set up the situation and the task that you were required
to complete to provide the interviewer with background context (e.g., In my last job
as a junior analyst, it was my role to manage the invoicing process), but spend the
bulk of your time describing what you actually did (the action) and what you achieved
(the result). For example, In one month, I streamlined the process, which saved my
group 10 man-hours each month and reduced errors on invoices by 25%.
8. Tell me about a challenge or conflict you've faced at work, and how you dealt
with it.
In asking this interview question, your interviewer wants to get a sense of how you
will respond to conflict. Anyone can seem nice and pleasant in a job interview, but

22
 what will happen if youre hired and Gladys in Compliance starts getting in your
face? says Skillings. Again, you'll want to use the S-T-A-R method, being sure to
focus on how you handled the situation professionally and productively, and ideally
closing with a happy ending, like how you came to a resolution or compromise.
9. Where do you see yourself in five years?
If asked this question, be honest and specific about your future goals, but consider
this: A hiring manager wants to know a) if you've set realistic expectations for your
career, b) if you have ambition (a.k.a., this interview isn't the first time you're
considering the question), and c) if the position aligns with your goals and growth.
Your best bet is to think realistically about where this position could take you and
answer along those lines. And if the position isnt necessarily a one-way ticket to your
aspirations? Its OK to say that youre not quite sure what the future holds, but that
you see this experience playing an important role in helping you make that decision.
10. Do you have any questions for us?
You probably already know that an interview isn't just a chance for a hiring manager
to grill youit's your opportunity to sniff out whether a job is the right fit for you.
What do you want to know about the position? The company? The department? The
team?
You'll cover a lot of this in the actual interview, so have a few less-common questions ready
to go. We especially like questions targeted to the interviewer (What's your favorite part
about working here?") or the company's growth (What can you tell me about your new
products or plans for growth?")

2.3. Technology in interviews

Advancements in technology along with increased usage has led to interviews becoming
more common through a telephone interview and through videoconferencing than face-to-
face. Companies utilize technology in interviews due to their cheap costs, time-saving
benefits, and their ease of use.Also, technology allows for a company to recruit more
applicants from further away. Although they are being utilized more, it is still not fully
understood how technology may affect how well interviewers select the best person for the
job when compared to in-person interviews.

23
Media richness theory states that more detailed forms of communication will be able to better
convey complex information. The ability to convey this complexity allows more media rich
forms of communication to better handle uncertainty (like what can occur in an interview)
than shallower and less detailed communication mediums.Thus, in the job interview context,
a face-to-face interview would be more media rich than a video interview due to the amount
of data that can be more easily communicated. Verbal and nonverbal cues are read more in
the moment and in relation to what else is happening in the interview. A video interview may
have a lag between the two participants. Poor latency can influence the understanding of
verbal and nonverbal behaviors, as small differences in the timing of behaviors can change
their perception. Likewise, behaviors such as eye contact may not work as well. A video
interview would be more media rich than a telephone interview due to the inclusion of both
visual and audio data. Thus, in a more media rich interview, interviewers have more ways to
gather, remember, and interpret the data they gain about the applicants.

So are these new types of technology interviews better? Research on different interview
methods has examined this question using media richness theory. According to the theory,
interviews with more richness are expected to result in a better outcome. In general, studies
have found results are consistent with media richness theory. Applicants interview scores
and hiring ratings have been found to be worse in phone and video interviews than in face-to-
face interviews.Applicants are also seen as less likeable and were less likely to be endorsed
for jobs in interviews using video.Applicants have had a say too. They think that interviews
using technology are less fair and less job-related.[86] From the interviewers view, there are
difficulties for the interviewer as well. Interviewers are seen as less friendly in video
interviews. Furthermore, applicants are more likely to accept a job after a face-to-face
interview than after a telephone or video interview.Due to these findings, companies should
weigh the costs and benefits of using technology over face-to-face interviews when deciding
on selection methods.

2.4. Factors impacting on effectiveness

2.4.1. Individual differences

The interview is a social process and individual differences of the interviewer and applicant
may impact the result of the interview.

24
2.4.2. Interviewer characteristics
There are many differences about interviewers that may affect how well they conduct an
interview and make decisions about applicants. A few of them are how much experience they
have as an interviewer, their personality, and intelligence.To date, it is not clear how
experience effects the results of interviews. In some cases, prior experience as an interviewer
leads them to use more of the information provided by the applicant to decide if an applicant
is right for the job intelligence. In other cases, the experience of the interviewer did not help
them make more accurate decisions. One reason for the different results could be the type of
experience the interviewer had.Also, other differences in the interviewer, such as personality
or intelligence, could be a reason why results vary.

The mental ability of interviewers may play a role in how good they are as interviewers.
Higher mental ability is important because during the interview, a lot of information needs to
be processed what the applicant said, what they meant, what it means for how they can do
the job, etc. Research has shown that those higher in general mental ability were more
accurate when judging the personality of others. Also, interviewers who have higher social
intelligence and emotional intelligence seem to do a better job of understanding how an
applicant behaves in an interview and what that means for how they will act once on the
job.These abilities do not appear to be enough on their own to make accurate judgements.

The personality of the interviewer may also affect the ratings they give applicants. There are
many ways that personality and social skills can impact ones ability to be a good judge or
interviewer. Some of the specific social skills good judges display are warmth, interest in
engaging with others, and eye contact. Interviewers who display warm behaviors, such as
smiling and leaning toward the applicant, are rated more positively than those who dont act
this way or show cold behaviors. Interviewers who prefer to engage with others also tend to
judge applicants more accurately.It is likely that these people are using information from their
own personalities as well as how they see people in general to help them be more accurate.

2.4.3. Validity and predictive power

There is extant data which puts into question the value of job interviews as a tool for
selecting employees. Where the aim of a job interview is ostensibly to choose a candidate
who will perform well in the job role, other methods of selection provide greater predictive
power and often lower costs.

25
2.4.4. Interview structure issues
As discussed previously, interviews with more structure are considered best practice, as they
tend to result in much better decisions about who will be a good performing employee than
interviews with less structure. Structure in an interview can be compared to the
standardization of a typical paper and pencil test: It would be considered unfair if every test
taker were given different questions and a different number of questions on an exam, or if
their answers were each graded differently. Yet this is exactly what occurs in an unstructured
interview; interviewers decide the number and content of questions, rate responses using
whatever strategy they want (e.g., relying on intuition, or using overall ratings at the end of
the interview rather than after each time the applicant responds), and may score some
applicants more harshly than others. Thus, interviewers who dont consider at least a
moderate amount of structure may make it hard for an organizations interview to effectively
select candidates that best fit the work needs of the organization.

2.4.5. Interviewer rating reliability

In terms of reliability, meta-analytic results provided evidence that interviews can have
acceptable levels of interrater reliability, or consistent ratings across interviewers interrater
reliability (i.e. .75 or above), when a structured panel interview is used.In terms of criterion-
related validity, or how well the interview predicts later job performance criterion validity,
meta-analytic results have shown that when compared to unstructured interviews, structured
interviews have higher validities, with values ranging from .20-.57 (on a scale from 0 to 1),
with validity coefficients increasing with higher degrees of structure. That is, as the degree of
structure in an interview increases, the more likely interviewers can successfully predict how
well the person will do on the job, especially when compared to unstructured interviews. In
fact, one structured interview that included a) a predetermined set of questions that
interviewers were able to choose from, and b) interviewer scoring of applicant answers after
each individual question using previously created benchmark answers, showed validity levels
comparable to cognitive ability tests (traditionally one of the best predictors of job
performance) for entry level jobs.

Honesty and integrity are attributes that can be very hard to determine using a formal job
interview process: the competitive environment of the job interview may in fact promote
dishonesty. Some experts on job interviews express a degree of cynicism towards the process.

26
2.4.6. Applicant reactions
Applicant reactions to the interview process include specific factors such as; fairness,
emotional responses, and attitudes toward the interviewer or the organization. Though the
applicant's perception of the interview process may not influence the interviewer(s) ability to
distinguish between individuals' suitability, applicants reactions are important as those who
react negatively to the selection process are more likely to withdraw from the selection
process.They are less likely to accept a job offer, apply on future occasions,or to speak highly
of the organization to others and to be a customer of that business.Compared to other
selection methods, such as personality or cognitive ability tests, applicants, from different
cultures may have positive opinions about interviews.

2.4.7. Interview design

Interview design can influence applicants' positive and negative reactions, though research
findings on applicants preferences for structured compared to unstructured interviews appear
contradictory.Applicants' negative reactions to structured interviews may be reduced by
providing information about the job and organization.Providing interview questions to
applicants before the interview, or telling them how their answers will be evaluated, are also
received positively.

2.4.8. Types of questions

The type of questions asked can affect applicant reactions. General questions are viewed
more positively than situational or behavioral questions and 'puzzle' interview questions may
be perceived as negative being perceived unrelated to the job, unfair, or unclear how to
answer.Using questions that discriminating unfairly in law unsurprisingly are viewed
negatively with applicants less likely to accept a job offer, or to recommend the organization
to others.

Some of the questions and concerns on the mind of the hiring manager include:

Does this person have the skills I need to get the job done?
Will he or she fit in with the department or team?
Can I manage this person?
Does this person demonstrate honesty, integrity, and a good work ethic?
What motivates this person?

27
 Do I like this person, and will he or she get along with others?
Will he or she focus on tasks and stick to the job until it is done?
Will this person perform up to the level the company requires for success?

A sample of intention behind questions asked for understanding observable responses,

displayed character, and underlying motivation:

What did the candidate really do in this job?

What role did he or she play, supportive or leading?
How much influence did the candidate exert on the outcomes of projects?
How did the candidate handle problems that came up?
How does this candidate come across?
How serious is the candidate about his or her career and this job?
Is he or she bright and likable?
Did the candidate prepare for this interview?
Is the candidate being forthright with information?
Does this person communicate well in a somewhat stressful face-to-face conversation?
Does the candidate stay focused on the question asked or ramble along?
Did the candidate exhibit good judgment in the career moves he or she made?
Did the candidate grow in his or her job and take on more responsibilities over time or
merely do the same thing repeatedly?
Did the candidate demonstrate leadership, integrity, effective communications,
teamwork, and persuasion skills (among others)?

2.4.9. Additional factors

The 'friendliness' of the interviewer may be equated to fairness of the process and improve
the liklihood of accepting a job offer, and face-to-face interviews compared to video
conferencing and telephone interviews. In video conferencing interviews the perception of
the interviewer may be viewed as less personable, trustworthy, and competent.

28
2.4.10. Interview anxiety
Interview anxiety refers to having unpleasant feelings before or during a job interview.[145] It
also reflects the fear of partaking in an interview.[146] Job candidates may feel this increased
sense of anxiety because they have little to no control over the interview process.It could also
be because they have to speak with a stranger.Due to this fear, anxious candidates display
certain behaviors or traits that signal to the interviewer that they are anxious. Examples of
such behaviors include frequent pauses, speaking more slowly than usual, and biting or
licking of lips.

Research has identified five dimensions of interview anxiety: communication anxiety, social
anxiety, performance anxiety, behavioral anxiety and appearance anxiety.Further research
shows that both the interviewer and applicant agree that speaking slowly is a clear sign of
interview anxiety. However, they do not agree on other anxiety indicators such as frequent
pauses and biting or licking of lips.Trait judgments are also related to interview anxiety and
can affect interviewer perceptions of anxiety. Low assertiveness has been identified as the
key trait related to interview anxiety. Thus, the most important indicators of interview anxiety
are slow speech rate and low assertiveness.

Another issue in interview anxiety is gender differences. Although females report being more
anxious than males in interviews, their anxiety is not as readily detected as that for males.
This can be explained by the Sex-Linked Anxiety Coping Theory (SCT). This theory
suggests that females cope better than males when they are anxious in interviews.

2.4.11. Implications for applicants

Whether anxieties come from individual differences or from the interview setting, they have
important costs for job candidates. These include: limiting effective communication and
display of future potential,reducing interview performance and evaluation despite potential fit
for the job,and reducing the chance of a second interview compared to less anxious
individuals. Speaking slowly and low assertiveness have the strongest negative impact on
perceptions of interview anxiety. Thus, candidates who experience anxiety in interviews
should try to display assertive behaviors such as being dominant, professional, optimistic,
attentive and confident In addition, they should speak at a consistent pace that is not
unusually slow.

29
2.4.12. Implications for organizations
Applicants who view the selection process more favorably tend to be more positive about the
organization, and are likely to influence an organizations reputation.where as, in contrast,
anxious or uncomfortable during their interview may view an organization less favorably,
causing the otherwise qualified candidates not accepting a job offer.If an applicant is nervous,
they might not act the same way they would on the job, making it harder for organizations to
use the interview for predicting someones future job performance.

30
 CHAPTER 3

FINAL

3.1. Conclusion

Interview is one method of data collection to obtain information by asking directly to the
respondent. An interview is a conversation where questions are asked and answers are given. We
have to know about the variety of context in interview. The interview can happen in many ways such
as to select the new employee, evaluate something and etc. Before the interview we have to
prepare ourselves. Its like our material for speaking,mental and anything else. After that try to focus
on the model of the question. Try to identify the type of the question that the interviewer ask to
you. Answer it correctly according to its type. Today an interview can take place in anywhere. The
interviewer and applicants can be in different place. They can do it by
telephone,telecomference,video interviewer and etc. There are many factors to impacting on
effectiveness such as

Individual differences
Interviewer characteristics
Validity and predictive power
Interview structure issues
Interviewer rating reliability
Applicant reactions
Interview design
Types of questions
Additional factors
Interview anxiety
Implications for applicants
Implications for organizations

3.2. Advice

For the applicant we have to prepare ourselves for the interview. Prepare our
material for speaking and mental. Try to understand the question and be effective.

31
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Wikipedia. 2017. Interview. (Online) . (https://en.wikipedia.org/wiki/Interview). Accessed on

10th October 2017

Wikipedia. 2017.Job Interview. (Online) . (https://en.wikipedia.org/wiki/Job_interview).

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Muse Editor. 2017. Most Common Interview Queistions.

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