MGMT312

HUMAN RESOURCES
MANAGEMENT

Topic 6: Interviewing Candidates

(Book A: Chapter 7)
Lecturer: June YANG
 OBJECTIVES

• List the main types of selection interviews.

• List and explain main errors that can undermine
an interview’s usefulness.
• Define a structured situational interview.
• Explain and illustrate each guideline for being a
more effective interviewer.
• Give several examples of situational questions,
behavioral questions, and background questions
that provide structure.
• List guidelines for interviewees.
BASIC TYPES OF INTERVIEWS
SELECTION INTERVIEW
STRUCTURE
SELECTION INTERVIEW FORMATS
INTERVIEW CONTENT
 EXAMPLES OF INTERVIEW QUESTIONS
Situational Questions:
Suppose a more experienced coworker was not following standard work procedures and

claimed the new procedure was better. Would you use the new procedure?
Suppose you were giving a sales presentation and a difficult technical question arose that

you could not answer. What would you do?

Behavioral Questions:
Based on your past work experience, what is the most significant action you have ever

taken to help out a coworker?

Can you provide an example of a specific instance where you developed a sales

presentation that was highly effective?

Job-Related Questions:
What steps would you follow to conduct a brainstorming session with a group of

employees on safety?
What factors should you consider when developing a television advertising campaign?

Stress Questions:
Since you don’t have enough experience, why should we hire you?

How can your disadvantages undermine your performance?

What Are Your Weaknesses? https://www.youtube.com/watch?v=VwzFWmNX7GI

ADMINISTERING THE
INTERVIEW
 In a one-on-one interview, two people meet alone, and one
interviews the other by seeking oral responses to oral
inquiries.
 Employers tend to schedule these interviews sequentially.
In a sequential (or serial) interview, several persons
interview the applicant, in sequence, one-on-one, and then
make their hiring decision.

In an unstructured sequential interview, each interviewer

generally just asks questions as they come to mind. In a
structured sequential interview, each interviewer rates the
candidates on a standard evaluation form, using standardized
questions.
https://www.youtube.com/watch?v=5v-wyR5emRw
 A panel interview, also known as a board interview, is an
interview conducted by a team of interviewers (usually
two to three), who together question each candidate and
then combine their ratings of each candidate’s answers
into a final panel score.

 Mass interview.
Here a panel interviews several candidates simultaneously.
The panel might pose a problem, and then watches to see
which candidate takes the lead in formulating an answer.
 Computer-based JOB interviews
A computerized selection interview is one in which a job
candidate’s oral and/or keyed replies are obtained in response
to computerized oral, visual, or written questions and/or
situations. Most such interviews present a series of multiple-
choice questions regarding background, experience,
education, skills, knowledge, and work attitudes.

 WebB-based video interviews

With phone and tablet video functionalities and FaceTime,
Zoom or Skype, Web-based “in-person” interview use is
widespread.
THREE WAYS TO MAKE
THE INTERVIEW USEFUL
 WHAT CAN UNDERMINE
AN INTERVIEW’S USEFULNESS?

https://www.youtube.com/watch?v=WAm-3jNPDlc
 HOW TO DESIGN AND CONDUCT
AN EFFECTIVE INTERVIEW?
 The Structured Situational Interview
 Use either situational questions or behavioral questions
that yield high criteria-related validities.
 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
HOW TO CONDUCT A MORE EFFECTIVE
INTERVIEW
CREATING EFFECTIVE INTERVIEW
STRUCTURE

 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.
INTERVIEW
EVALUATION
FORM
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?
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.
• https://www.youtube.com/watch?v=wBJ0MUkA1cA
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?