CHAPTER # 7

INTERVIEWING
CANDIDATES
HUMAN RESOURCE
MANAGEMENT
GARY DESSLER
Edited by: Dr. Naveed Iqbal Ch.
 INTERVIEW

• An interview:
– A procedure designed to
obtain information from a
person through oral
responses to oral inquiries.
TYPES OF EMPLOYMENT INTERVIEW

Selection interview

Appraisal interview

Exit interview
 TYPES OF EMPLOYMENT INTERVIEW

• Selection interview
– A selection procedure designed to
predict future job performance on
the basis of applicants’ oral
responses to oral inquiries.
 TYPES OF EMPLOYMENT INTERVIEW

• Appraisal interview
– A discussion, following a
performance appraisal, in which
supervisor and employee discuss
the employee’s rating and
possible remedial actions.
 TYPES OF EMPLOYMENT INTERVIEW

• Exit interview
– An interview to get information
about the job or related matters
to the employer some insight into
what’s right or wrong about the
firm.
 TYPES OF EMPLOYMENT INTERVIEW
Common exit interview questions
⁻ "What are your main reasons for leaving?"
⁻ "What did you like most/least about the
organization?"
⁻ "What, if improved, would have caused you to
stay at the organization?"
⁻ "Would you recommend the organization to
others as a good place to work/study/join?"
 INTERVIEW

Classify selection
interview according to:

How structured they

are

Their content

How firm administer the

interview
 FORMATS OF INTERVIEW

• Unstructured or nondirective
interview
– Interview without any set format
– interviewer may have some key
questions formulated in advance
– questions to develop during the course
of the interview
– conversational-style interview
 FORMATS OF INTERVIEW
• Common Unstructured interview questions:
– Who or what had the greatest influence on
your life?
– Why should our organization hire you?
– What attracts you to this industry?
– Why do you think you would be good at this
profession?
– Please tell me about a conflict situation and
how you resolved it.
– What starting salary do you expect as an
employee?
 FORMATS OF INTERVIEW

• Structured or directive interview

– An interview following a set
sequence of questions.
– examine the level of understanding
a respondent has about a specific
topic
– All respondents are asked the same
questions in the same manner.
 INTERVIEW AND THE LAW
Interviewer should:

-Keep Questions Focused

specific reason to be asked
-Avoid Certain Topics
Unless they are integral to your
business
 INTERVIEW CONTENT :
Types of Questions
• Situational interview
– A series of job-related questions
that focus on how the candidate
would behave in a given
situation.
 INTERVIEW CONTENT :
Types of Questions
• Behavioral interview
– A series of job-related questions
that focus on how they reacted
to actual situations in the past.
• Job-related interview
– A series of job-related questions
that focus on relevant past job-
related behaviors.
 Examples of Questions That Provide Structure
Situational Questions:
1. Suppose a co-worker was not following standard work procedures. The co-worker was
more experienced than you and claimed the new procedure was better. Would you use the new
procedure?
2. Suppose you were giving a sales presentation and a difficult technical question arose that you could
not answer. What would you do?
Past Behavior Questions:
3. Based on your past work experience, what is the most significant action you have ever taken to help
out a co-worker?
4. Can you provide an example of a specific instance where you developed a sales presentation that was
highly effective?
Background Questions:
5. What work experiences, training, or other qualifications do you have for working in a teamwork
environment?
6. What experience have you had with direct point-of-purchase sales?
Job Knowledge Questions:
7. What steps would you follow to conduct a brainstorming session with a group of employees on safety?
8. What factors should you consider when developing a television advertising campaign?
 INTERVIEW CONTENT :
Types of Questions
• Stress interview
– An interview in which the
interviewer seeks to make the
applicant uncomfortable with
occasionally rude questions that
supposedly to spot sensitive
applicants and those with low or
high stress tolerance.
 INTERVIEW CONTENT :
Types of Questions
• Puzzle questions
– Recruiters for technical, finance,
and other types of jobs use
questions to pose problems
requiring unique (“out-of-the-
box”) solutions to see how
candidates think under pressure.
HOW TO ADMINISTER THE INTERVIEW?

One-on-one
HOW TO ADMINISTER THE INTERVIEW?

Panel interview
 HOW TO ADMINISTER THE INTERVIEW?
• Sequential

1.Unstructured sequential interview

– An interview in which each interviewer
forms an independent opinion after
asking different questions.
2.Structured sequential interview
– An interview in which the applicant is
interviewed sequentially by several
persons; each rates the applicant on a
standard form.
HOW TO ADMINISTER THE INTERVIEW?

Mass interview
HOW TO ADMINISTER THE INTERVIEW?

Phone interviews
 HOW TO ADMINISTER THE INTERVIEW?

Video/web-assisted interviews
 HOW TO ADMINISTER THE INTERVIEW?

Computerized interviews
 Ways to make interview useful

Be Careful what Beware of

Structure the
sort of traits you committing
interview
try to assess interviewing errors

© 2005 Prentice Hall Inc. All rights reserved. 7–26

 FACTORS AFFECTING INTERVIEWS

• First impressions
– The tendency for interviewers to jump to
conclusions—make snap judgments—about
candidates during the first few minutes of
the interview.

– Negative bias: unfavorable information

about an applicant influences interviewers
more than does positive information.
 FACTORS AFFECTING INTERVIEWS

Misunderstanding the job

Not knowing precisely what the job entails and what sort of candidate is
best suited causes interviewers to make decisions based on incorrect
stereotypes of what a good applicant is.

Candidate-order error
An error of judgment on the part of the interviewer due to interviewing
one or more very good or very bad candidates just before the interview in
question.
 FACTORS AFFECTING INTERVIEWS

Nonverbal behavior and impression management

Interviewers’ inferences of the interviewee’s personality from the way
he or she acts in the interview have a large impact on the
interviewer’s rating of the interviewee.
Clever interviewees attempt to manage the impression they present
to persuade interviewers to view them more favorably.
 FACTORS AFFECTING INTERVIEWS

Effect of personal characteristics:

attractiveness, gender, race
Interviewers tend have a less favorable view of
candidates who are:
⁻ Physically unattractive
⁻ Female
⁻ Of a different racial background
⁻ Disabled
 FACTORS AFFECTING INTERVIEWS

• Interviewer behaviors affecting interview outcomes

– Talking so much that applicants have no time to answer
questions.
– Letting the applicant dominate the interview.
– A citing more positively toward a favored (or similar to the
interviewer) applicant.
 Designing and Conducting the Interview

• Use either situational questions (preferred) or

behavioral questions that yield high criteria-
The related validities.
• Step 1: Job Analysis
structured • Step 2: Rate the Job’s Main Duties
situational • Step 3: Create Interview Questions
• Step 4: Create Benchmark Answers
interview • Step 5: Appoint the Interview Panel and
Conduct Interviews
 Structured Situational Interview Process
• Step 1: Analyze the job
• Write a job description with a list of job duties required knowledge,
• Skills, abilities, and other worker qualifications.
• Step 2: Rate the job’s main duties
• Identify the job’s main duties. To do so, rate each job duty based on its
importance to job success and on the time required to perform it
compared to other tasks.
 Structured Situational Interview Process
• Step 5: Appoint the interview panel and conduct the interviews
• The panel usually consist of 3 to 6 members preferably the same once who
wrote the questions and the answers. It may also include the job’s
supervisor and / or incumbent , and a human resources representative.
• The panel members generally review the job description, questions, and
benchmark answers before the interview.
 How to Conduct an Effective Interview

• First, make sure you know the

job
– Study for job description.
‒ Understand what traits and skills
ideal employee in that job should
have.
 How to Conduct an Effective Interview

Structure the interview:

• Base questions on actual job duties.

• Use job knowledge, situational, or behavioral questions and
know enough about the job to be able to evaluate the
interviewee’s answers.
• Use the same questions with all candidates.
• Use descriptive rating scales (excellent, fair, poor) to rate
answers.
• If possible, use a standardized interview form.
 How to Conduct an Effective Interview
• Prepare for the interview
– Secure a private room to minimize
interruptions.
– Review the candidate’s application
and résumé.
– Review the job specifications
• Establish rapport
– Put the person at ease.
 How to Conduct an Effective Interview
• Ask questions
– Follow your list of questions.
– Don’t ask questions that can be answered yes or no.
– Do ask open-ended questions.
– Do listen to the candidate to encourage him or her to express
thoughts fully.
– Do ask for examples.
– Don’t monopolize interview by rambling, nor let the applicant
dominate the interview.
 How to Conduct an Effective Interview
• Take brief notes during the interview
• Close the interview
– Try to end interview on a positive note.
– Make rejections diplomatically.
• Review the interview
– Review interview notes.
– Score interview guide answers.
 USING A STREAMLINED INTERVIEW PROCESS

• Knowledge and experience

1.Prepare for • Motivation
the interview • Intellectual capacity
• Personality factors
 USING A STREAMLINED INTERVIEW PROCESS

• Intellectual factor
2. Formulate
• Motivation factor
Questions to
• Personality factors
Ask in the
• Knowledge and experience
Interview factor
 USING A STREAMLINED INTERVIEW PROCESS

3.Conduct the • Have a plan

Interview • Follow your plan
 USING A STREAMLINED INTERVIEW PROCESS

4.Match the
candidate to • Draw conclusions
the job
GUIDELINES FOR INTERVIWEES

Preparation is essential
Relate yourself to interviewer’s
need

Think before answering

Remember that appearance and

enthusiasm are important

Make a good first impression

Ask questions