INTERVIEW

Learning Objectives
1. The main types of selection interviews.
2. The main errors that can undermine an
interview’s usefulness.
3. Define a structured situational interview.
4. Give several examples of situational
questions, behavioral questions, and
background questions that provide
structure
 Selection Interview
Characteristic
Selection Interview
Characteristics

Interview Interview Interview

structure content administration

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Selection Interview Formats

Interview Structure
Formats

Unstructured Structured
(nondirective) (directive)
interview interview

interviewer ask each

job-applicant is asked applicant the same series
probing, open-ended of job related knowledge
question
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7–6
 Interview Content

• Situational
• Behavioral
• Background/job
related knowledge

Copyright © 2013 Chapter 7-7

Pearson Education
 Interview content
• Situational
– Focus on how candidates would behave in
given situation
• Behavioral
– Focus on how candidates reacted to actual
situation in the past
• Job related interview
– Focus on relevant job-related knowledge
 Situational (What Would You Do)
Questions
• Suppose your boss insisted that a presentation
had to be finished by tonight. Your subordinate
said she has to get home early to attend an
online class, so she is unable to help you. What
would you do?
• The CEO just told you that he’s planning on
firing your boss, with whom you are very close,
and replacing him with you. What would you do?

Copyright © 2013 Pearson Education Chapter 7-9

 Behavioral (Past Behavior)
Questions
• Tell me about a time when you had to deal with a
particularly difficult person. Describe the situation in
detail, and explain how you handled it.

• Tell me about a time when you were under a great

deal of stress. What was the situation, and how did
you handle it?

Copyright © 2013 Pearson Education Chapter 7-10

 Background Questions

• What kind and how much experience have

you had actually repairing computers
• Describe the types and years of
experience you have had creating
marketing programs for consumer
products

Copyright © 2013 Pearson Education Chapter 7-11

Method of job Interview

• In person/ one to one

• Panel
• Group/ mass
• Phone
• Web-assisted interview
What Error Can Undermine An
Interview’s Usefulness?

First impressions (snap

Nonverbal behavior
judgments)

Interviewer’s Factors Affecting

Applicant’s personal
misunderstanding An Interview’s characteristics
of the job Usefulness

Candidate-order
Interviewer’s behavior
(contrast) error

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(1) First impressions (snap judgments)-
jump into conclusion in the first few
minutes of interview
(2) Interviewer’s misunderstanding of the
job- Not clarifying what the job involves
and requires
(3) Candidate-order error and pressure to
hire- Those interviewed immediately after
a weak candidate are assessed more
favourably.
(4) Nonverbal behavior (level of
extraversion, voice, eye contact, - for
inexperience interviewer)
(5) The effects of interviewees’ personal
characteristics- gender, race,
attractiveness
(6) The interviewer’s inadvertent
(unintentional) behavior-
 How to Design and Conduct
An Effective Interview
The Structured Situational Interview

Step 1:Analyze the job.

Step 2:Rate the job’s main duties.
Step 3:Create interview questions.
Step 4:Create benchmark answers.
Step 5:Appoint the interview panel and
conduct interviews.

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How to Conduct a More Effective Interview

Being Systematic and Effective

1 Know the job.

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

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Creating Effective Interview Structures

• Base questions on actual job duties.

• Use job knowledge, situational or behavioral
questions, and objective criteria to evaluate
interviewee’s responses.
• Use the same questions with all candidates.
• Use descriptive rating scales (excellent, fair, poor)
to rate answers.
• If possible, use a standardized interview form.

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Guidelines for Interviewees
• Preparation is essential.
• Uncover the interviewer’s real needs.
• Relate yourself to the interviewer’s needs.
• Think before answering.
• Remember that appearance and enthusiasm
are important.
• Make a good first impression.
• Ask questions.

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 FIGURE 7–3 Suggested Supplementary Questions for Interviewing Applicants

1. How did you choose this line of work?

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

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

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Review