Chapter 6

Interviewing Candidates
Learning Outcomes:
• List the main types of selection interviews.
• List and explain the main errors that can
undermine an interview’s usefulness.
• Define a structured situational interview and
explain how to design and conduct effective
selection interviews
• Discuss how to use employee selection methods
to improve employee engagement

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 Interview
• An interview is a procedure designed to obtain
information from a person through oral
responses to oral inquiries.
• A selection interview is a selection procedure
designed to predict future job performance based
on applicants oral responses to oral inquiries.

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cont..

• Interviews are widely used in the selection

process.
• For the employer, the interview is an
opportunity to:
▪ gauge candidates’ experience, ability to perform in the
role and suitability for the team
▪ discuss details such as start dates and terms and
conditions
▪ explain the employee value proposition, including
training provision and employee benefits
▪ give the candidate a positive impression of the
organisation as a good employer.
• For the candidate, the interview is an
opportunity to:
▪ understand the job and its responsibilities in more detail
▪ ask questions about the organisation
▪ decide whether they would like to take the job if offered
it.
• Despite their popularity as a selection method, evidence
highlights the limitations of the traditional interview. In
general, it's a poor predictor of a candidate’s performance
in the job, as information is gathered in a relatively
unsystematic manner.
• Judgements can be made for a variety of reasons that
differ between candidates and even shift during the
course of the interview.

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Types of Interview
• We can classify selection interviews according to
• 1. How structured they are
• 2. Their content - the types of questions they
contain
• 3. How the firm administers the interviews

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1. Structured Versus Unstructured Interviews
a. Unstructured Interviews
• A conversational- style interview in which the interviewer
pursues points of interest as they come up in response to
questions
• Managers does not follow any set format therefore, there
is no guide for scoring right or wrong answers
b. Structured Interviews
• the employer lists all the questions ahead of time, and may
even list and score possible answers for appropriateness.
• Consistent, reliable and valid since all applicants are asked
same questions

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2. Content - types of questions
asked
a.Situational interview
b.Behavioral interview
c.Job-related interview
d.Stress interview

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a. situational interview
• A series of job-related questions that focus on
how the candidate would behave in a given
situation.
• Example, asking a supervisory candidate how
he or she would act in response to a
subordinate coming to work late 3 days in a
row.

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b.Behavioral interview
• A series of job-related questions that focus on
how the candidate reacted to actual situations
in the past.
• example “Tell me about a time you were
speaking with an irate person, and how you
turned the situation around”

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 C. Job-related interview
• A series of job-related questions that focus on
relevant past job-related behaviors.
• Example, which courses did you like best in
business school? It helps interviewer to assess
candidate’s ability to handle the financial
aspects of the job the employer seeks to fill.

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d. Stress interview
• An interview in which the applicant is made
uncomfortable by a series of often rude
questions. This technique helps identify
hypersensitive applicants and those with low or
high stress tolerance.
• Example, “your frequent job change is nothing
but a sign of your irresponsibility”

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3. How Should we Administer the Interview?
a.Unstructured sequential interview
b.Structured sequential interview
c.Panel interview
d.Phone Interview
e.Video/Web assisted Interview
f. Computerized interview

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a. unstructured sequential interview
○ In a sequential (or serial) interview, several
persons interview the applicant, in sequence,
one-on-one, and then make their hiring
decision.
○ An interview in which each interviewer forms an
independent opinion after asking different questions
○ each interviewer generally just asks questions as they
come to mind.
b. structured sequential interview
○ each interviewer rates the candidates on a standard
evaluation form, using standardized questions.

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c. panel interview/ board interview
○ an interview conducted by a team of interviewers (usually two
to three), who together interview each candidate and then
combine their ratings into a final panel score
d. Telephone Interview
○ These can actually be more accurate than face-to-face
interviews for judging an applicants conscientiousness,
intelligence, and interpersonal skills.
e. Video/Web assisted Interview
○ Applicants use their own camera-supported PC or iPads to face
interview
However, it is often the obvious things people overlook
* Make sure you look presentable.
* Clean up the room.
* Test first.
* Do a dry run.
* Relax.
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f. Computerized Interview
○ A computerized selection interview is one in which a
job candidate’s oral and/or computerized replies are
obtained in response to computerized oral, visual, or
written questions and/or situations.
○ Questions on computerized interviews come in rapid
sequence and require the applicant to concentrate.
○ The typical computerized interview program measures
the response time to each question

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Errors associated with interview
1. The self-fulfilling prophecy effect.
2. The stereotyping effect.
3. The halo and horns effect.
4. The contrast effect
5. The similar-to-me effect.
6. The personal liking effect.

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• Drawing on a range of research, Anderson and Shackleton1 summarise
the common weaknesses of interviews:
• The self-fulfilling prophecy effect. Interviewers may ask questions designed
to confirm initial impressions of candidates gained either before the
interview or in its early stages.
• The stereotyping effect. Interviewers sometimes assume that particular
characteristics are typical of members of a particular group. In the case of
sex, race, disability, marital status or ex-offenders, decisions made on this
basis are often illegal. However, the effect occurs in the case of all kinds of
social groups.
• The halo and horns effect. Once interviewers rate candidates as ‘good’ or
‘bad’ in some aspects, they often replicate this judgement across the board,
reaching unbalanced decisions.
• The contrast effect. Interviewers can allow the experience of interviewing
one candidate to affect the way they interview others who are seen later in
the selection process.
• The similar-to-me effect. Interviewers sometimes give preference to
candidates they perceive as having a similar background, career history,
personality or attitudes to themselves.
• The personal liking effect. Interviewers may make decisions on the basis of
whether they personally like or dislike the candidate.

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• Structuring the interview can help improve its
ability to predict performance in the job and a
growing number of employers take this
approach.
• A structured interview means that:
▪ questions are planned carefully before the interview
▪ all candidates are asked the same questions
▪ answers are scored using a rating system
▪ questions focus on the attributes and behaviours
needed in the job.

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Three Ways to Make the Interview
Useful
1.Use structured situational interviews
2.Carefully select traits to assess
3.Beware of committing interviewing errors

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Designing a Structured Situational Interview
analyze the job

rate the job’s main duties

create interview questions

create benchmark answers

appoint the interview panel and

conduct interviews

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How to design and conduct an effective interview

1. First, make sure you know the job

2.Structure the interview
3.Get organized
4.Establish rapport
5.Ask questions
6.Take brief, unobtrusive notes during the
interview
7.Close the interview
8.Review the interview

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1.First, make sure you know the job
a. Donot start the interview unless you understand the job
and what human skills you re looking for. Study the job
description first.
2. Structure the interview
a. It
includes preparing the questions earlier and setting
benchmark for each of the answers.
3. Get organized
a. Hold the interview in a private room where telephone calls
are not accepted and you can minimize interruptions
(including text messages).
b. Prior to the interview, review the candidate’s application
and résumé, and note any areas that are vague or that
may indicate strengths or weaknesses.

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4.Establish rapport
. Greeting the candidate and starting the interview by asking
a noncontroversial question. As a rule, all applicants even
unsolicited drop-ins should receive friendly, courteous
treatment, not only on humanitarian grounds but also
because your reputation is on the line
5.Ask questions
following the situational, behavioral, and job knowledge
questions that is written out ahead of time.
6.Take brief, unobtrusive notes during the
interview
It helps to avoid making a snap decision early in the
interview, and may also help jog your memory once the
interview is complete.
Taking notes, writing down the key points of what the
interviewee has said.

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7.Close the interview
Leave time to answer any questions the candidate may have
and, if appropriate, to advocate your firm to the candidate.
Try to end the interview on a positive note.

8.Review the interview

After the candidate leaves, review your interview notes,
score the interview guide answers (if you used one), and
make a decision.

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• References
• Dessler, G., 2015. Human Resource Management, Global Edition.
• TAYLOR, S. (2014) Resourcing and talent management. 6th ed.
London: Chartered Institute of Personnel and Development.

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