Reference:

Human Resource Management by Gary Dessler, 10th Edition, (Global Edition)

Pearson Education Limited, 2014.

Human Resource Theory & Practice

INTERVIEWING CANDIDATES
 Learning Objectives

01 To understand interview and its types

02 Illustrate factors that affect the usefulness of interviews

03 Explain and illustrate the guidelines for being an effective interviewer

04 Effectively interview a job candidate

 Basic Features of Interviews
Interview; a formal way of collecting information in which one or more individuals
question, review or consult an interviewee.

Interviews Features

1. Formats of Interviews
• Structured Interviews- A type of interview followed by a set order of
questions.
• Unstructured Interviews- An interview design not characterized by the
prearranged set of questions, instead questions are flexible and can be changed based
on the response of interviewee.
Reference:
Human Resource Management by Gary Dessler, 10th Edition, (Global Edition)
Pearson Education Limited, 2014.
 Basic Features of Interviews cont’d
2. Interview Content- the types of question an interview contains.

- Situational Interview; in this interview a hypothetical situation is given, and an applicant is

expected to show how he/she will handle the given situation
- Behavioral Interview; a set of job-related questions to assume applicant's future behavior
and performance based on their previous behaviors.
- Job-related Interview; in this type of interview a set of questions trailed related to
applicant’s former job.
- Stress Interview; impolite and uncomfortable questions are asked by the interviewer with
emphasis to assess the applicant’s sensitivity and tolerance levels.
- Puzzle Questions; for technical finance and other jobs demanding creativity and
innovativeness, recruiters pose a problem requiring unique solutions to assess the applicant’s
skills and abilities.
Reference:
Human Resource Management by Gary Dessler, 10th Edition, (Global Edition)
Pearson Education Limited, 2014.
Basic Features of Interviews cont’d
3. Interview Administration- the way organization administers the interviews.

▪ Structured sequential interviews

▪ Unstructured sequential interviews
▪ Panel Interviews
▪ Telephonic interviews
▪ One to one interview
▪ Video or web-assisted interviews
 Types of Interviews
• Selection Interview-A type of interview to assess the suitability of a person for
the job.

• Appraisal Interview- A formal discussion between a manager and an employee

who is being appraised. It is one of the best ways to increase productivity, employee
career growth and in taking necessary remedial actions.

• Exit Interview-An interview with an individual who is leaving the organization.

Information obtained through these interviews could be a good source for
organizational development.

Reference:
Human Resource Management by Gary Dessler, 10th Edition, (Global Edition)
Pearson Education Limited, 2014.
 Factors Affecting Interviews
• First impressions –The propensity of an interviewer to make an instant judgement
about the candidate during the initial few minutes of interview.

• Misunderstanding the job – Lack of information regarding job requirements and

applicant’s traits to perform that job leads to an interviewer decision that is based on
incorrect impression or stereotypes of what a good applicant is.

• Candidate-order error- The order followed during an interview also affects

the interviewer selection decision.

Reference:
Human Resource Management by Gary Dessler, 10th Edition, (Global Edition)
Pearson Education Limited, 2014.
 Factors Affecting Interviews (Cont’d)
• Nonverbal behaviour and impression management – Non-verbal behaviours
of
interviewee like smile, gestures, eye gaze etc all have impact on interviewer rating.

• Effect of personal characteristics: attractiveness, gender, race – Effects of

interviewees’ personal characteristics like physical unattractiveness, racial
background, disability etc. on interviewer decision.

• Interviewer behaviours affecting interview outcomes – Behaviours such as

talking too much or letting the applicant to dominate the interview etc.
Reference:
Human Resource Management by Gary Dessler, 10th Edition, (Global Edition)
Pearson Education Limited, 2014.
Steps to design interview
1. Examine the job

2. Highlight the job’s focal responsibilities

3. Create interview questions.

4. Create benchmark answers.

5. Appoint the interview panel and conduct interviews.

Ways to make the interview useful

Ways to make the

interviews useful

Use structured Be cautious of

Cautiously pledging
situation
select traits to interview errors
interview
assess
 Ways to make interview useful (cont’d)
• Design structured interviews by using situational queries as structured
interviews
are more valid and reliable than unstructured one’s.
• Focus on applicant’s personal traits and cultural fit should be the main concern
of the interviewer.
"In determining the right people, the good-to-great companies placed greater weight on
character attributes than on specific educational background, practical skills, specialized
knowledge, or work experience.“ (Jim Collins)
• Proper knowledge regarding job requirements can decrease the chances of
errors.
Reference:
Jim Collins, business consultant and the author of new York times
https://www.inc.com/james-sudakow/three-ways-to-improve-your-interview-process-so-you-can-make-better-faster-hiring-decisions.html
How to conduct an effective interview
Being Logical and Effective
Review the job.
Design the interview questions.
Train the interviewer.
Establish rapport.
Conduct interview by using the same questions from all candidates
Take brief, unobtrusive notes.
Close the interview
Review the interview.
 FIGURE 7–2 Examples of Questions That Provide Structure
Situational Questions
1. Suppose a more experienced coworker was not following standard work procedures 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 coworker?
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?

Source: Michael Campion, David Palmer, and James Campion, “A Review of Structure in the Selection
Interview,” Personnel Psychology (1997), p. 668. 7– 22 Figure 7–3