1. NADER AL - QARYUTI HUMAN RESOURCE MANAGEMENT Global Edition 14e Chapter 7 Interviewing Candidates

2. 7–2 1.List the main types of selection interviews. 2.List and explain main errors that can undermine an interview’s usefulness. 3.Define a structured situational interview. 4.Explain and illustrate each guideline for being a more effective interviewer. 5.Give several examples of situational questions, behavioral questions, and background questions that provide structure. 6.List the steps in a streamlined interview process. 7.List guidelines for interviewees. LEARNING OUTCOMES

3. 7–3 Basic Types of Interviews Selection Interview Appraisal Interview Exit Interview Types of Interviews  An interview A procedure designed to obtain information from a person through oral responses to oral inquiries.

4. 7–4 Types of Interviews  Selection interview (definition) –A selection procedure designed to predict future job performance on the basis of applicants’ oral responses to oral inquiries.  Appraisal interview –A discussion, following a performance appraisal, in which supervisor and employee discuss the employee’s rating and possible remedial actions.  Exit interview –When an employee leaves a firm, one often conducts an exit interview. This aims at eliciting information that might provide some insight into what’s right or wrong about the firm..

5. Selection Interview Structure 7–5 Interview structure Interview administration Selection Interview Characteristics Interview content

6. Selection Interview Formats 7–6 Unstructured (nondirective) interview Structured (directive) interview Interview Structure Formats

7. 7–7 Formats of Interviews  Unstructured or nondirective interview –An unstructured conversational-style interview in which the interviewer pursues points of interest as they come up in response to questions.  Structured or directive interview –An interview following a set sequence of questions. Structured or directive interviews generally identify questions and all applicants are asked the same questions – Advantages: More reliable and valid Increase consistency across candidates Reduce bias – Disadvantages: Do not always provide opportunity to follow up on points of interest as they develop.

8. 7–8 EEOC Aspects of Interviews Use objective/job-related questions Standardize interview administration Use multiple interviewers Avoiding Discrimination in Interviews

9. 7–9 Interview Content Situational interview Behavioral interview Job-related interview Types of Questions Asked Stress interview

10. 7–10 Interview Content: Types of Questions  Situational interview –A series of job-related questions that focus on how the candidate would behave in a given situation.  Behavioral interview –A series of job-related questions that focus on how they reacted to actual situations in the past.  Job-related interview –A series of job-related questions that focus on relevant past job-related behaviors. ask job-related questions to assess the applicant's ability to perform the job.

11. 7–11 Interview Content: Types of Questions  Stress interview –An interview in which the interviewer seeks to make the applicant uncomfortable with occasionally rude questions that supposedly to spot sensitive applicants and those with low or high stress tolerance. " It must be difficult to leave a company after such strong accusations of unethical behavior. Tell me about that"?  Puzzle questions –Recruiters for technical, finance, and other types of jobs use questions to pose problems requiring unique (“out-of-the-box”) solutions to see how candidates think under pressure

12. 7–12 Interview Content: Types of Questions Interviewer tries to deduce what the applicant’s on-the-job performance will be by listening to their answers to questions about past behaviors. Candidates are asked what their behavior would be in a given situation. Candidates are asked how they have reacted to actual situations in the past. Interviewer tries to make the applicants uncomfortable with “rude” questions in order to find their stress tolerance.

13. 7–13 Administering the Interview Unstructured sequential interview Panel interview Phone interviews Video/Web-assisted interviews Computerized interviews Mass interview Structured sequential interview Ways in Which Interview Can be Conducted

14. 7–14  Unstructured sequential interview –An interview in which each interviewer forms an independent opinion after asking different questions.  Structured sequential interview –An interview in which the applicant is interviewed sequentially by several persons; each rates the applicant on a standard form. –will most likely result in the highest validity  Panel interview –An interview in which a group of interviewers questions the applicant.

15. 7–15  Panel (broad) interview. –a group of interviewers working together to question and rate one applicant  Mass interview –A panel interviews several candidates simultaneously.ا  Computerized selection interview –computerized replies are obtained in response to computerized oral, visual, or written questions and/or situations

16. 7–16 Three Ways to Make the Interview Useful Structure the interview to increase its validity Carefully choose what sorts of traits are to be assessed Beware of committing interviewing errors Making the Interview Useful 1.Structure the Interview – Structured interviews are more valid than unstructured interviews for predicting job performance. 2.Be careful what sorts of traits you try to assess – Interviews are better for revealing some traits than others. 3.Beware of committing interviewing errors – Understand and avoid the various errors that can undermine any interview’s usefulness.

17. What Factors Can Undermine An Interview’s Usefulness? Nonverbal behavior and impression management Too Much/ Little Talking Interviewer’s Negative Emphasis Factors Affecting An Interview’s Usefulness First impression (snap judgments ) Interviewer’s misunderstanding of the job pressure to hire Briefly discuss and give examples of at least five common interviewing mistakes?

18. 7–18 Factors Affecting Interviews  First impressions –The interviewers snap judgments—about candidates during the first few minutes of the interview. –Negative bias: unfavorable information about an applicant influences interviewers more than does positive information.  Misunderstanding the job –Not knowing precisely what the job entails and what sort of candidate is best suited causes interviewers to make decisions based on incorrect stereotypes of what a good applicant is

19. 7–19  Candidate-order error) Contrast) Error and Pressure to Hire –An error of judgment on the part of the interviewer due to interviewing one or more very good or very bad candidates just before the interview in question.  Nonverbal behavior and impression management –Interviewers’ inferences of the interviewee’s personality from the way he or she acts in the interview have a large impact on the interviewer’s rating of the interviewee.

20. 7–20  Effect of personal characteristics: attractiveness, gender, –Interviewers tend have a less favorable view of candidates who are: Physically unattractive Female Of a different racial background Disabled

21. 7–21 How to Design and Conduct An Effective Interview  1- The Structured Situational Interview –The Structured Situational Interview procedure is as follows 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.

22. 7–22 2- Guidelines for Conducting an interview 12 345 Being Systematic and Effective Structure the interview. Know the job. Get organized. Establish rapport. Ask questions. 6 Take brief, unobtrusive notes. 7 Close the interview. 8 Review the interview.

23. 1- Know the job Make Sure You Know the Job – do not conduct an interview unless you know what KSAs you are looking for. 2- Structure your interview Creating Effective Interview Structures 1.Base questions on actual job duties. 2.Use job knowledge, situational, or behaviorally oriented questions and objective criteria to evaluate the interviewee’s responses.. 3.Use the same questions with all candidates. 4.Use rating scales (excellent, fair, poor) to rate answers. 5.use a structured interview form... Examples of questions that provide structure 1.Situational questions 2. Past behavior questions 3. Background questions 4. Job knowledge questions 7–23

24. 7–24 FIGURE 7–2Examples 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?

25. 7–25 FIGURE 7–3Suggested 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?

26. 3-Get Organized ; The interview should take place in a private room where interruptions can be minimized. Prior to the interview, the interviewer should review the candidate’s application and resume, as well as the job duties and required skills and traits. 4- Establish Rapport : The interviewer should put the interviewee at ease so he/she can find out the necessary information about the interviewee. Studies show that people who feel more self-confident about their interviewing skills perform better in interviews. 5- Ask Questions : The interviewer should follow the interview guide. 6- Take Brief, Unobtrusive Notes : Notes will help the interviewer avoid snap judgments and remember more clearly what was discussed in the interview. 7–26

27. 7- Close the Interview : –Leave time to answer questions candidate may have. –Tell applicant what’s the next step. –If company’s policy is to inform candidates of status in writing, do so a few days after interview. 8- Review the Interview : –Review notes and fill in structured guide. –Minimize snap judgments and negative emphasis. 7–27