InterviewingCandidatesBasicFeaturesofInterviewsAninterviewAproceduredesignedtoobtaininformationfromapersonthroughoralresponsestooralinquiriesTypesofinterviewsSelectioninterviewAppraisalinterviewExitinterviewInterviewsformatsStructuredUnstructured?2005PrenticeHallInc.Allrightsreserved.7–2TypesofInterviewsSelectioninterviewAselectionproceduredesignedtopredictfuturejobperformanceonthebasisofapplicants’oralresponsestooralinquiries.AppraisalinterviewAdiscussion,followingaperformanceappraisal,inwhichsupervisorandemployeediscusstheemployee’sratingandpossibleremedialactions.ExitinterviewAninterviewtoelicitinformationaboutthejoborrelatedmatterstotheemployersomeinsightintowhat’srightorwrongaboutthefirm.?2005PrenticeHallInc.Allrightsreserved.7–3FormatsofInterviewsUnstructuredornondirectiveinterviewAnunstructuredconversational-styleinterviewinwhichtheinterviewerpursuespointsofinterestastheycomeupinresponsetoquestions.StructuredordirectiveinterviewAninterviewfollowingasetsequenceofquestions.?2005PrenticeHallInc.Allrightsreserved.7–4InterviewContent:TypesofQuestionsSituationalinterviewAseriesofjob-relatedquestionsthatfocusonhowthecandidatewouldbehaveinagivensituation.BehavioralinterviewAseriesofjob-relatedquestionsthatfocusonhowtheyreactedtoactualsituationsinthepast.Job-relatedinterviewAseriesofjob-relatedquestionsthatfocusonrelevantpastjob-relatedbehaviors.?2005PrenticeHallInc.Allrightsreserved.7–5StructuredInterviewGuide?2005PrenticeHallInc.Allrightsreserved.7–6Figure7–1aSource:Copyright1992.TheDartnellCorporation,Chicago,IL.Adaptedwithpermission.StructuredInterviewGuide

(cont’d)?2005PrenticeHallInc.Allrightsreserved.7–7Figure7–1bSource:Copyright1992.TheDartnellCorporation,Chicago,IL.Adaptedwithpermission.StructuredInterviewGuide

(cont’d)?2005PrenticeHallInc.Allrightsreserved.7–8Figure7–1cSource:Copyright1992.TheDartnellCorporation,Chicago,IL.Adaptedwithpermission.InterviewContent:TypesofQuestionsStressinterviewAninterviewinwhichtheinterviewerseekstomaketheapplicantuncomfortablewithoccasionallyrudequestionsthatsupposedlytospotsensitiveapplicantsandthosewithloworhighstresstolerance.PuzzlequestionsRecruitersfortechnical,finance,andothertypesofjobsusequestionstoposeproblemsrequiringunique(“out-of-the-box”)solutionstoseehowcandidatesthinkunderpressure.?2005PrenticeHallInc.Allrightsreserved.7–9PersonalorIndividualInterviewsUnstructuredsequentialinterviewAninterviewinwhicheachinterviewerformsanindependentopinionafteraskingdifferentquestions.StructuredsequentialinterviewAninterviewinwhichtheapplicantisinterviewedsequentiallybyseveralpersons;eachratestheapplicantonastandardform.PanelinterviewAninterviewinwhichagroupofinterviewersquestionstheapplicant.?2005PrenticeHallInc.Allrightsreserved.7–10PersonalorIndividualInterviewsPanel(broad)interviewAninterviewinwhichagroupofinterviewersquestionstheapplicant.MassinterviewApanelinterviewsseveralcandidatessimultaneously.?2005PrenticeHallInc.Allrightsreserved.7–11ComputerizedInterviewsComputerizedselectioninterviewAninterviewinwhichajobcandidate’soraland/orcomputerizedrepliesareobtainedinresponsetocomputerizedoral,visual,orwrittenquestionsand/orsituations.CharacteristicsReducesamountoftimemanagersdevotetointerviewingunacceptablecandidates.ApplicantsaremorehonestwithcomputersAvoidsproblemsofinterpersonalinterviewsMechanicalnatureofcomputer-aidedinterviewcanleaveanapplicantdissatisfied.?2005PrenticeHallInc.Allrightsreserved.7–12FactorsAffectingInterviewsFirstimpressionsThetendencyforinterviewerstojumptoconclusions—makesnapjudgments—aboutcandidatesduringthefirstfewminutesoftheinterview.Negativebias:unfavorableinformationaboutanapplicantinfluencesinterviewersmorethandoespositiveinformation.?2005PrenticeHallInc.Allrightsreserved.7–13FactorsAffectingInterviews(cont’d)MisunderstandingthejobNotknowingpreciselywhatthejobentailsandwhatsortofcandidateisbestsuitedcausesinterviewerstomakedecisionsbasedonincorrectstereotypesofwhatagoodapplicantis.Candidate-ordererrorAnerrorofjudgmentonthepartoftheinterviewerduetointerviewingoneormoreverygoodorverybadcandidatesjustbeforetheinterviewinquestion.?2005PrenticeHallInc.Allrightsreserved.7–14FactorsAffectingInterviews(cont’d)NonverbalbehaviorandimpressionmanagementInterviewers’inferencesoftheinterviewee’spersonalityfromthewayheorsheactsintheinterviewhavealargeimpactontheinterviewer’sratingoftheinterviewee.Cleverintervieweesattempttomanagetheimpressiontheypresenttopersuadeinterviewerstoviewthemmorefavorably.?2005PrenticeHallInc.Allrightsreserved.7–15FactorsAffectingInterviews(cont’d)Effectofpersonalcharacteristics:attractiveness,gender,raceInterviewerstendhavealessfavorableviewofcandidateswhoare:PhysicallyunattractiveFemaleOfadifferentracialbackgroundDisabled?2005PrenticeHallInc.Allrightsreserved.7–16FactorsAffectingInterviews(cont’d)InterviewerbehaviorsaffectinginterviewoutcomesInadvertentlytelegraphingexpectedanswers.Talkingsomuchthatapplicantshavenotimetoanswerquestions.Lettingtheapplicantdominatetheinterview.Actingmorepositivelytowardafavored(orsimilartotheinterviewer)applicant.?2005PrenticeHallInc.Allrightsreserved.7–17DesigningandConductingtheInterviewThestructuredsituationalinterviewUseeithersituationalquestions(preferred)orbehavioralquestionsthatyieldhighcriteria-relatedvalidities.Step1:JobAnalysisStep2:RatetheJob’sMainDutiesStep3:CreateInterviewQuestionsStep4:CreateBenchmarkAnswersStep5:AppointtheInterviewPanelandConduct Interviews?2005PrenticeHallInc.Allrightsreserved.7–18HowtoConductanEffectiveInterviewStructureyourinterview:Basequestionsonactualjobduties.Usejobknowledge,situational,orbehaviorallyorientedquestionsandobjectivecriteriatoevaluatetheinterviewee’sresponses.Traininterviewers.Usethesamequestionswithallcandidates.Usedescriptiveratingscales(excellent,fair,poor)torateanswers.Usemultipleinterviewersorpanelinterviews.Ifpossible,useastandardizedinterviewform.Controltheinterview.Takebrief,unobtrusivenotesduringtheinterview.?2005PrenticeHallInc.Allrightsreserved.7–19ExamplesofQuestionsThatProvideStructure?2005PrenticeHallInc.Allrightsreserved.7–20Figure7–3

SituationalQuestions:1. Supposeaco-workerwasnotfollowingstandardworkprocedures.Theco-workerwas

moreexperiencedthanyouandclaimedthenewprocedurewasbetter.Wouldyouusethenewprocedure?2.Supposeyouweregivingasalespresentationandadifficulttechnicalquestionarosethatyoucouldnotanswer.Whatwouldyoudo?PastBehaviorQuestions:3.Basedonyourpastworkexperience,whatisthemostsignificantactionyouhaveevertakentohelpoutaco-worker?4.Canyouprovideanexampleofaspecificinstancewhereyoudevelopedasalespresentationthatwashighlyeffective?BackgroundQuestions:5.Whatworkexperiences,training,orotherqualificationsdoyouhaveforworkinginateamworkenvironment?6.Whatexperiencehaveyouhadwithdirectpoint-of-purchasesales?JobKnowledgeQuestions:7.Whatstepswouldyoufollowtoconductabrainstormingsessionwithagroupofemployeesonsafety?8.Whatfactorsshouldyouconsiderwhendevelopingatelevisionadvertisingcampaign?Note:Sothatdirectcomparisonscanbemade,anexampleispresentedtoassessbothteamwork(1,3,5,7)andsalesattributes(2,4,6,8)foreachtypeofquestion.Source:MichaelCampion,DavidPalmer,andJamesCampion,“AReviewofStructureintheSelectionInterview,”PersonnelPsychology(1997),p.668.Situationalinterviews-questionsfocusonthecandidate’sabilitytoprojectwhathisbehaviorwouldbeinagivensituation?2005PrenticeHallInc.Allrightsreserved.7–21Acustomercomesin

angryandupset.How

wouldyouhandlethis

situation?Adeadlinefora

projectisnearanditlookslikeyouwon’tmeetthedeadline.Howwouldyouhandlethis?BehavioralinterviewApplicantsaskedhowtheybehavedinthepastinsomesituation?2005PrenticeHallInc.Allrightsreserved.7–22Describeatimewhenyouwerefacedwithastressfulsituationthatdemonstratedyourcopingskills.Givemeaspecificexampleofatimewhenyouhadtoconformtoapolicywithwhichyoudidnotagree.IncreasetheStandardizationoftheInterview

BasequestionsonactualjobdutiesUsejobknowledge,situational,orbehaviorallyorientedquestionsandobjectivecriteriaTraininterv