PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

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Human Resource Human Resource ManagementManagement

ELEVENTH EDITIONELEVENTH EDITION

G A R Y D E S S L E RG A R Y D E S S L E R

© 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved.All rights reserved.

Interviewing CandidatesInterviewing Candidates

Chapter 7Chapter 7

7–2

Basic Features of InterviewsBasic Features of Interviews

Interview Structure

Interview Administration

Selection Interviews

Interview Content

7–3

Types of InterviewsTypes of Interviews

Selection Interview

Appraisal Interview

Exit Interview

Types of Interviews

7–4

Interview FormatsInterview Formats

Unstructured or

Nondirective Interview

Interview Formats

Structured or

Directive Interview

7–5

FIGURE 7–1Officer Programs Applicant Interview Form

Source: Adapted from http://www.uscg.mil/jobs/dc/DCPrograms/OProgramForms/PDFS/DCA/Interview%20CG-5527.pdf. Accessed May 9, 2007.

7–6

FIGURE 7–1Officer Programs Applicant Interview Form (cont’d)

Source: Adapted from http://www.uscg.mil/jobs/dc/DCPrograms/OProgramForms/PDFS/DCA/Interview%20CG-5527.pdf. Accessed May 9, 2007.

7–7

Interview ContentInterview Content

Situational Interview

Stress Interview

Behavioral Interview

Job-Related Interview

Types of Questions

7–8

Administering the InterviewAdministering the Interview

Unstructured Sequential Interview

Structured Sequential Interview

Panel Interview

Mass Interview

Phone and Video Interviews

Computerized Interviews

Web-Assisted Interviews

Ways in Which Interviews Can Be Conducted

7–9

What Can Undermine An Interview’s Usefulness?What Can Undermine An Interview’s Usefulness?

Nonverbal Behavior and Impression

Management

Applicant’s Personal Characteristics

Interviewer Behavior

Factors Affecting Interviews

First Impressions (Snap Judgments)

Interviewer’sMisunderstanding

of the Job

Candidate-Order (Contrast) Error and

Pressure to Hire

7–10

Designing and Conducting An Effective Designing and Conducting An Effective InterviewInterview

• The Structured Situational InterviewThe Structured Situational Interview Use either situational questions or behavioral Use either situational questions or behavioral

questions that yield high criteria-related validities.questions that yield high criteria-related validities.

Step 1:Step 1: Job AnalysisJob Analysis

Step 2:Step 2: Rate the Job’s Main DutiesRate the Job’s Main Duties

Step 3:Step 3: Create Interview QuestionsCreate Interview Questions

Step 4:Step 4: Create Benchmark AnswersCreate Benchmark Answers

Step 5:Step 5: Appoint the Interview Panel and Appoint the Interview Panel and Conduct Conduct InterviewsInterviews

7–11

How to Conduct a More Effective InterviewHow to Conduct a More Effective Interview

1

2

3

4

5

Suggestions:

Prepare for the Interview

Structure Your Interview

Establish Rapport

Ask Questions

Close the Interview

6 Review the Interview

7–12

Effective InterviewsEffective Interviews

• Structure the Interview:Structure the Interview:1.1. Base questions on Base questions on actual job dutiesactual job duties..

2.2. Use Use job knowledge, situational or behavioral questions,job knowledge, situational or behavioral questions, and and objective criteria to evaluate interviewee’s responses.objective criteria to evaluate interviewee’s responses.

3.3. Train interviewers.Train interviewers.

4.4. Use the same questions with all candidatesUse the same questions with all candidates..

5.5. Use Use descriptive rating scalesdescriptive rating scales (excellent, fair, poor) to rate (excellent, fair, poor) to rate answers.answers.

6.6. Use Use multiple interviewersmultiple interviewers or panel interviews. or panel interviews.

7.7. If possible, use a If possible, use a standardized interview formstandardized interview form..

8.8. Take controlTake control of the interview.of the interview.

9.9. Take Take brief, unobtrusive notesbrief, unobtrusive notes during the interview. during the interview.

7–13

FIGURE 7–2 Examples of Questions That Provide Structure

Note: These questions provide structure, insofar as they are job-related and the employer can be consistent in asking them of all candidates.Source: Michael Campion, David Palmer, and James Campion, “A Review of Structure in the Selection Interview,” Personnel Psychology (1997), p. 668.

Situational Questions

1. Suppose a co-worker was not following standard work procedures. The co-worker was more experienced than you 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 co-worker?

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?

Reprinted by permission ofWiley–Blackwell.

7–14

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?

Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports, Inc. 141 Mill Rock Road East, Old Saybrook, CT © 2004.

7–15

FIGURE 7–4Interview Evaluation Form

Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports Inc. 141 Mill Rock Road East, Old Saybrook, CT © 2004.

7–16

FIGURE 7–A1 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?

Source: H. Lee Rust, Job Search: The Complete Manual for Job Seekers, 1991 H. Lee Rust. Published by AMACOM, division of American Management Assn. Intl., New York, NY.

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K E Y T E R M SK E Y T E R M S

unstructured or nondirective interviewunstructured or nondirective interview

structured or directive interviewstructured or directive interview

situational interviewsituational interview

behavioral interviewbehavioral interview

job-related interviewjob-related interview

stress interviewstress interview

unstructured sequential interviewunstructured sequential interview

structured sequential interviewstructured sequential interview

panel interviewpanel interview

mass interviewmass interview

candidate-order errorcandidate-order error