chapter 4 structuring the interview. © 2009 the mcgraw-hill companies, inc. all rights reserved....
TRANSCRIPT
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Chapter 4Structuring the
Interview
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© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter Summary
Opening the Interview The Body of the Interview Closing the Interview Summary
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Opening the Interview
It takes two parties to launch an interview successfully.
Two-Step Process Establish rapport Orienting the other party
Rapport and orientation are often intermixed and reduce relational uncertainty.
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Opening Techniques
State the Purpose – p. 79 Adapt the opening to each interviewee and situation
Summarize the Problem Know when to end the opening and move on The summary should inform – not spill into body
Explain How a Problem Was Discovered p80 Offer an Incentive or Reward ($5 beer drinking study) Request for Advice or Assistance (be sincere) Refer to the Known Position of the Interviewee (make sure you are
right?) Refer to the Person Who Sent You to the Interviewee p. 81 Refer to Your Organization Request a Specific Amount of Time (more than 5-10 min – appt.) Ask a question – avoid closed questions answered with - no Use a Combination p. 82 – make it a dialogue – involve interviewee
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Nonverbal Communication in Openings
An effective opening depends upon how you look, act and say what you say.
First impressions – determine tone and flow Territoriality – knock – await response Appearance and Dress – contributes to first
impressions Touch – handshake
Sex and culture regulate nonverbal communication in openings
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The Body of the Interview
Interview Guide An interview guide is a carefully structured outline
of topics and subtopics to be covered during an interview.
A guide ensures the consideration of all important topics and subtopics.
It assists in recording answers and recall at a later date.
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The Body of the Interview
Interview Guide Outline Sequences
Topical Time Space Cause-to-effect Problem-solution
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The Body of the Interview
Interview Schedules A nonscheduled interview is merely an
interview guide with no questions prepared in advance.
Unintentional interviewer bias is most likely to occur in a nonscheduled interview.
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The Body of the Interview
Interview Schedules A moderately scheduled interview contains all
major questions with possible probing questions under each.
A moderately scheduled interview lessens the dangers of instant question creation.
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The Body of the Interview
Interview Schedules A highly scheduled interview includes all
questions and the exact wording to be used with each interviewee.
Highly scheduled interviews sacrifice flexibility and adaptability for control.
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The Body of the Interview
Interview Schedules A highly scheduled standardized interview is
the most thoroughly planned and structured. All question and answer options are stated in
identical words to each interviewee. Highly scheduled standardized interviews are
necessary for precision, replicability, and reliability.
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The Body of the Interview
Interview Schedules Consider a strategic combination of schedule
types. Combined schedules enable interviewers to
satisfy multiple needs. Advantages and Disadvantages on Figure 4.1 on
page 90
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The Body of the Interview
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The Body of the Interview
Question Sequences Tunnel Sequence: A series of similar questions,
either open or closed. It works well with informal and simple interviews.
Funnel Sequence: Begins with a broad, open-ended question and proceeds with evermore restricted questions. It works well with motivated interviewees.
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The Body of the Interview
Question Sequences Inverted Funnel Sequence: Begins with a closed
question and proceeds toward open questions. It provides a warm-up time for those reluctant to talk.
Combination Sequences – hourglass sequence p. 92 bottom – Figure 4.5, open – closed – open
Diamond Sequence – Figure 4.6 – closed – open – closed (these combinations help with specific situations)
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The Body of the Interview
Question Sequences Quintamensional Design Sequence: Five-step
approach that proceeds from an interviewee’s awareness of the issue to attitudes uninfluenced by the interviewer, specific attitudes, reasons for these attitudes, and intensity of attitude. It is effective at assessing attitudes and beliefs and is often used in opinion polls. P. 93
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Closing the Interview
Take your time and be tactful in what you say and do in the closing.
The closing often signals the continuation of a relationship.
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Closing the Interview
Functions and Guidelines for Closings First, the closing signals the termination of the
interview but not the relationship. Second, the closing may express supportiveness
to enhance the relationship and bring the interview to a positive close.
Third, the closing may summarize the interview. A summary must accurately reflect the important elements of the interview.
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Closing the Interview
Functions and Guidelines for Closings Be sincere and honest. Do not rush the closing. Do not introduce new topics or ideas during the closing. Leave the door open for future contacts. Avoid false closings when the interview is not really over. Avoid failed departures when you soon meet up again with
the party after having concluded the interview.
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Closing the Interview
Closing Techniques Offer to answer questions. Use clearinghouse questions. Declare completion of the intended purpose. Make personal inquiries. Make professional inquiries. Signal that time is up.
Continued...
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Closing the Interview
Closing Techniques Explain the reason for the closing Express appreciation or satisfaction Arrange for the next meeting Summarize the interview
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Closing the Interview
Nonverbal Closing Actions Plan the closing just as you do the opening and
body of the interview. Combine effective verbal and nonverbal
techniques into effective closings.
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Closing the Interview
Nonverbal Closing Actions Common Nonverbal Closing Actions
Straightening up in your seat. Leaning forward. Standing up or moving away from the other party. Uncrossing your legs. Placing your hands on your knees as if preparing to
rise.
Continued...
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Closing the Interview
Nonverbal Closing Actions Common Nonverbal Closing Actions
Breaking eye contact. Offering to shake hands. Making hand movements. Smiling. Looking at a clock.
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Summary
All three parts of each interview—opening, body, and closing—are vital to its success.
The opening influences how both parties perceive themselves and one another.
The body must be carefully structured with an appropriate sequence that guides the questions.
The closing not only brings the interview to an end, but it may summarize information.
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Chapter 5The Probing
Interview
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Chapter Summary
Preparing the Interview Selecting Interviewees and Interviewers Conducting the Interview Preparing the Report or Story The Interviewee in the
Probing Interview Summary
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Preparing the Interview
Determining the Purpose
• Your purpose controls how you prepare and what you do in probing interviews.
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Preparing the Interview
Researching the Topic The Internet and databases are becoming
essential resources for interviews. Paying attention to omissions, dates, and interim
events may help to focus your purpose. Evidence of research impresses interviewees.
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Preparing the Interview
Structuring the Interview: Interview Guide Plan a structural sequence but remain flexible.
Who was involved? What happened? When did it happen? Where did it happen? How did it happen? Why did it happen?
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Preparing the Interview
Structuring the Interview: The Opening A solid opening is essential in motivating an
interviewee. Know what “off the record” means to both parties.
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Preparing the Interview
Structuring the Interview: Body A moderate schedule is a useful tool for long
interviews. The moderate schedule allows the flexibility to
delete questions and create new ones.
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Preparing the Interview
Structuring the Interview: Closing Abide by time limits. Involve the interviewee actively in the closing.
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Selecting Interviewees and Interviewers
Selecting Interviewees: Level of Information• Make sure your interviewee possesses the
information you need.
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Selecting Interviewees and Interviewers
Selecting Interviewees: Availability• Do not assume a potential interviewee is
unavailable; ask first.
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Selecting Interviewees and Interviewers
Selecting Interviewees: Willingness Fear of what may be revealed in an interview
might make participants reluctant. Resort to arm-twisting as a last resort.
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Selecting Interviewees and Interviewers
Selecting Interviewees: Ability Many potential interviewees are willing but unable to
participate for several reasons: Faulty memory. Poor health. State of shock. Inability to express or communicate ideas. Proneness to exaggeration or oversimplification. Unconscious repression or distortion of information. Biases or prejudices. Habitual lying.
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Selecting Interviewees and Interviewers
Selecting Interviewers An interviewer should be:
Friendly Courteous Organized A keen observer A good listener Patient Persistent Skillful at asking probing questions
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Selecting Interviewees and Interviewers
Selecting Interviewers: Status Status difference and similarity affect motivation,
freedom to respond, control, and rapport. Status is a critical criterion for some interviewees.
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Selecting Interviewees and Interviewers
Relationship of Interviewer and Interviewee Be aware of the relational history of the parties. Be aware of perceived similarities and differences
of both parties.
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Conducting the Interview
Motivating Interviewees Know what motivates each interviewee. Trust is essential for probing interviews.
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Conducting the Interview
Asking Questions: Ask Open-Ended Questions Use the number of questions necessary to get the
job done. Listening is as important as asking. Make the interviewee the star of the show. Be an active listener, not a passive sponge. Know what you are doing and why. Think before asking.
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Conducting the Interview
Note Taking and Tape Recording: Note Taking Weigh carefully the pros and cons of note taking
prior to the interview. Note taking should not threaten the interviewee.
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Conducting the Interview
Note Taking and Tape Recording: Tape Recording Three advantages of tape recording:
Enables you to relax and concentrate on the interviewee.
You can hear or watch what was said at a later time without having to rely on memory.
A recording may pick-up answers that may have been inaudible at the time.
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Conducting the Interview
Note Taking and Tape Recording: Tape Recording Three disadvantages of tape recording:
Tape recorders can malfunction or create technical interruptions.
Some people view recorders as an intrusion. Tapes provide permanent, undeniable records that
may threaten some interviewees.
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Conducting the Interview
Handling Difficult Situations A Sanitized versus a Real Setting
You may need to feel and experience before you can ask meaningful questions.
Use good sense and good judgment in probing interviews.
In unsanitized situations, prepare for human suffering and risks.
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Conducting the Interview
Handling Difficult Situations The Press Conference or Group Interview
The interviewee usually controls the press conference.
Your relationship with the interviewee is critical at a press conference.
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Conducting the Interview
Handling Difficult Situations The Broadcast Interview
Being familiar with the physical setting may avoid surprises.
Spontaneous questions generate spontaneous answers.
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Conducting the Interview
Handling Difficult Interviewees The seven common types of interviewees
are: Emotional Interviewees Hostile Interviewees Reticent Interviewees Talkative Interviewees Evasive Interviewees Confused Interviewees Dissimilar Interviewees
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Preparing the Report or Story
Make it a habit to check all sources. Be honest, accurate, and fair in reporting
interview results.
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The Interviewee and the Probing Interview
Doing Homework Get to know the interviewer as well as the
interviewer knows you. Who is the interviewer? Who does the person represent? How long will the interview take? What information does the person want? How will the information be used?
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The Interviewee and the Probing Interview
Understanding the Relationship Appreciate the impact of upward and downward
communication in interviews. Understand the relationship prior to the interview.
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The Interviewee and the Probing Interview
Awareness of the Situation Assess the many situational variables that will
impact the interview. Consider establishing ground rules such as time,
place, length, which topics are off-limits, and the identity of the interviewer.
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The Interviewee and the Probing Interview
Anticipating Questions Be as prepared to answer as the interviewer is
prepared to ask. Rehearsing possible questions and answers is a
common preparatory technique.
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The Interviewee and the Probing Interview
Listening to Questions Listen and think before answering Be patient. Focus attention on the question of the moment. Concentrate on both the interviewer and the
question. Do not dismiss a question too quickly as irrelevant
or stupid.
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The Interviewee and the Probing Interview
Answering Strategically Avoid defensiveness. Share control of the interview. Explain what you are doing and why. Take advantage of question pitfalls. Support your answers. Use analogies and metaphors to explain unknown
or complicated things. Organize long answers like mini-speeches.
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Summary
The probing interview is the most common type of interview.
This chapter has presented guidelines for structured probing interviews that call for thorough preparation and flexibility.
Interviewees need not be passive participants.
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Chapter 7The Recruiting
Interview
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Chapter Summary
The Changing World of Work Preparing the Recruiting Effort Obtaining and Reviewing Information for
Applicants Structuring the Interview Conducting the Interview Evaluating the Interview Summary
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The Changing World of Work
Brains are more important than brawn. The knowledge worker is now the prized
employee. Knowledge, information, technology,
medicine and data are now where work and competition are centered.
Finding, recruiting, interviewing, evaluating, and retaining quality employees are an organization’s biggest challenges.
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The Changing World of Work
Essential Applicant Skills1. Language and the accompanying culture
2. Problem-solving attitude
3. Computer competent
4. The ability to deal effectively with numbers
5. Strong interpersonal skills
Continued…
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The Changing World of Work
Essential Applicant Skills 6. Global and diverse perspective
7. Willingness to learn new skills and ideas
8. Ability to deal effectively with change and job ambiguity
9. Customer and quality oriented
10. Team player and group leader
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The Changing World of Work
• Where to Find Good Applicants Internet Options Career catalogue department at large bookstores College placement services Ethnic organizations Job fairs Downsizing or merging organizations Personal associates and friends Professional societies
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Preparing the Recruiting Effort
Reviewing EEO Laws EEO Laws to Know
Know both state and federal laws Federal EEO laws pertain to all organizations that:
Deal with the federal government Have more than fifteen employees
Have more than $50,000 in government contracts Engage in interstate commerce
Continued...
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Preparing the Recruiting Effort
Reviewing EEO Laws EEO Laws to Know
State laws may be more stringent than federal laws. Unintentional violations are still violations. EEO laws apply to applicants who are not “minorities”
or women.
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Preparing the Recruiting Effort
Reviewing EEO Laws Compliance with EEO Laws
Bona fide occupational qualifications (BFOQs) are the keys to nondiscriminatory hiring.
EEO violations are easy to avoid. Focus on the positive, not the negative. Treat applicants as you would want to be treated.
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Preparing the Recruiting Effort
Reviewing EEO Laws Keep Up-to-Date
Current information on EEO laws is essential. Accepting or keeping unlawful information create
liability for the company even if the information was not requested.
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Preparing the Recruiting Effort
Developing an Applicant Profile The profile must be a composite of BFOQs. The profile is the ideal by which all applicants are
measured. Is past performance the best predictor of future
performance? Can non-dominant group applicants match your
profile?
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Preparing the Recruiting Effort
Assessing What Applicants Want What Do Applicants Desire in a Position and
Career? Applicants are increasingly information driven. Applicants may not look or dress like you; live with it.
What Do Applicants Desire in an Interviewer? The recruiter is the organization in the applicant’s
eyes. Select recruiters with applicant characteristics in mind.
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Obtaining and Reviewing Information on Applicants
Application Forms Resumes Cover Letters Letters of Recommendation & References Tests
Basic skills tests Personality tests Honesty tests
Many sources have criticized the use and validity of honesty tests.
Probing deeply into answers is essential in assessing honesty.
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Obtaining and Reviewing Information on Applicants
Benefits of Previewing Applicants
• Doing your homework leads to more effective interviews.
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Structuring the Interview
The Opening Establishing Rapport Orientation The Opening Question
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Structuring the Interview
The Body of the Interview Unstructured interviews do not recruit top
quality applicants. Highly structured interviews are more reliable
but less flexible and adaptable. Moderately structured interviews are used by
the majority of recruiters. In all cases, get the applicant talking as quickly as
possible.
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Structuring the Interview
Closing the Interview The closing must sustain the positive tone of the
interview. Do not encourage or discourage applicants
needlessly. Make decisions and notify all applicants as soon
as possible.
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Conducting the Interview
Nontraditional Interviewing Approaches Applicants and recruiters prefer the traditional
one-on-one interview. Stifle any signs of competition in seminar
interviews.
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Conducting the Interview
Asking Questions Keep your questions open-ended. Applicants give longer answers to open-ended
questions.
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Conducting the Interview
Common Question Pitfalls Be on guard for pitfalls in primary and secondary
questions. Evaluative responses will lead to safe, superficial
answers. Do not ask unlawful questions. Do not ask for information that you already have.
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Conducting the Interview
Traditional Questions Interest in the Organization Work-related (general) Work-related (specific) Teams and Team Work Education and Training Career Paths and Goals Performance Salary and Benefits Career Field
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Conducting the Interview
Non-Traditional Questions Past Experiences Critical Incidents Hypothetical Situations A Case Approach
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Conducting the Interview
Giving Information Information is the primary interest of applicants. Minimize “you” in the interview. Rule # 1: Keep your ears open and your mouth
shut.
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Evaluating the Interview
Record your impressions and reactions immediately.
Assess the performance of both interview parties.
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Evaluating the Interview
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Summary
The recruiting interview can be an effective means of selecting employees, but it takes preparation that includes becoming familiar with state and federal EEO laws, developing an applicant profile, obtaining and reviewing information on applicants, and developing a carefully structure interview.
When the interview is concluded, conduct evaluations of the applicant and yourself.