CHAPTER TWO

THE INTERVIEW

tara.
 Five Guidelines to Improve Interviews

KNOW AND FOCUS ON THE JOB

TRAIN INTERVIEWERS ANALYSIS

USE STANDARDIZED SCALE

INGORE PRIOR INFO (E.G. CV) RATE THE CADIDATES AFTER THE
INTERVIEW
PHASES OF INTERVIEW

welcome information supplying conclusion

gathering information

first few minutes, 80%-90% of total "do you have any tell the candidate
make the candidates data questions?" how you decide,,
feel more relaxed how and when will
you post the result
APPRAISAL
INTERVIEW
A FORMAL DISCUSSION BETWEEN
EMPLOYEE AND EMPLOYER, WHERE THE
EMPLOYER GIVES FEEDBACK TO THE
EMPLOYEE TO IMPROVE THEIR
PRODUCTIVITY AND TO CHANGE THEIR
WORK HABITS.
 DIMENSIONAL STRUCTURE OF
INTERVIEW

UNSTRUCTURED SEMI-STRUCTURED STRUCTURED

you ask whatever that comes to you make a list of questions and you make a list of questions and
your mind. improvise along the way. you stick with it.
informal. some goals and structure. standardized.
no goal. less flexibie. has a goal.
flexible. inflexible.
THE COGNITIVE QUESTIONS THAT PEOPLE
USUALLY FOUND IN
BASIS OF STRUCTURED JOB
INTERVIEWS INTERVIEWS
INSIGHT UPBRINGING (economics, social
decision: the purpose of job interviews. stability, support).
why cognitive? bc it collects, evaluates, integrates EDUCATION (performance, failure).
information. WORK HISTORY ("is her job relevant to
cons: our organization?")
make their minds up before the interview ASPIRATIONS
biased first impression. CIRCUMSTANCES (what could possibly
be a problem in the future)
INTERESTS
 CONFIGURAL JUDGEMENTS
figure out multiple cut-off points
(are the candidates qualified
enough, young enough,
IMPLICIT PERSONALOTY THEORY ATTRIBUTION THEORY
how people attribute social
personality influences judgement
causation, how they explain success
in interviews.
and failure in personal/situational
factors.
 THE
WHY DO PEOPLE LIE ON INTERVIEWS?

PSYCHOMETRICS OF
interviewer's perspective: difference in value,
perspective, understanding may affect negatively

INTERVIEWS
to the result.
interviewee's perspective:
impression management
self-deception

INTERVIEW'S VALIDITY AND RELIABILITY

reliable result: when the interviewers give similar

rating to the same candidates.
unstructured interview has low reliability.
 HOW DO I IMPROVE
THE RELIABILITY AND
VALIDITY OF AN
INTERVIEW?
COOK (2004)
select interviewers with talent.
train interviewers in the relevant skills.
consistently use the same interviewers for all
interviews.
use board/panel interviewers
have a planned, structured interview
WHAT LOWERS
THE VALIDITY OF
JOB INTERVIEWS?
most interviews are different.
interviewers can become inattentive.
aggregating data from different studies
balances out lenient and harsh raters.
unreliable criteria.
interview coaching before the actual interview.
coached answers.
impression management.
lies.
 GENDER BIAS.
FIRST-IMPRESSION
APPLICANT EFFECT.
ATTRIBUTES CONTRAST EFFECT.
THAT AFFECT NON-VERBAL
RATING BIAS: COMMUNICATION.
PHYSICAL
ATTRACTIVENESS.
 SIMILARITY EFFECT.

INTERVIEWR
'LIKEABILITY'.
'IDEAL STEREOTYPE'.
ATTRIBUTES INFORMATIONAL
THAT AFFECT FAVOURABILITY.
RATING BIAS: INFORMATION
UTILISATION.
 SITUATIONAL
JOB ATTRIBUTES
INFORMATION THAT AFFECT
RATING BIAS:

DECISION APPLICANT
TIME INFORMATION