© 2003 Prentice Hall, Inc. 6-1 Instructor presentation questions: Chapter 6 Interviewing Candidates

© 2003 Prentice Hall, Inc. 6-2 Outline of Chapter 6  Basic features of interviews Types of interviews Structured versus unstructured interviews Interview content: types of questions Administering the interview Personal interviews Computerized interviews High-performance insight Online interviews Are interviews useful?

© 2003 Prentice Hall, Inc. 6-3 Outline of Chapter 6 What can undermine an interviews usefulness? First impressions Misunderstanding the job Candidate order error and pressure to hire Nonverbal behavior and impression management Effect of personal characteristics: attractiveness, gender, race Interviewer behavior

© 2003 Prentice Hall, Inc. 6-4 Outline of Chapter 6 Designing and conducting the effective interview The structured situational interview  Step 1: Job analysis  Step 2: Rate the job’s duties  Step 3: Create interview questions  Step 4: Create benchmark answers  Step 5: Appoint the interview panel and conduct the interviews

© 2003 Prentice Hall, Inc. 6-5 Outline of Chapter 6 How to conduct an interview  Structure your interview  Prepare for the interview  Ask questions  Close the interview Review the interview A streamlined effective interview High-performance insight Summary

© 2003 Prentice Hall, Inc. 6-6 What You Should Be Able to Do  List the main types of selection interviews  Explain and illustrate at least six factors that affect the usefulness of interviews  Explain and illustrate each guideline for being a more effective interviewer

© 2003 Prentice Hall, Inc. 6-7 What You Should Be Able to Do (Cont.)  Effectively interview a job candidate  Explain how to develop a structured or situational interview  Discuss how to improve your performance as an interviewer

© 2003 Prentice Hall, Inc. 6-8 Interview 101  An interview is a procedure designed to obtain information from a person through oral responses to oral inquiries  A selection interview is a selection procedure designed to predict future job performance on the basis of applicants’ oral responses to oral inquiries Definition

© 2003 Prentice Hall, Inc. 6-9 Basic Types of Interviews  Selection interview’s three classifications are to be discussed fully in this chapter  Appraisal interviews are given following performance appraisals and will be discussed later  Exit interviews are performed when employees leave the company and will be discussed in later chapters

© 2003 Prentice Hall, Inc Selection Interviews How it’s structured How it’s administered The content

© 2003 Prentice Hall, Inc How Interviews Are Structured Directive Applicant Interview Guide  Nondirective

© 2003 Prentice Hall, Inc Content  Interview content Situational Behavioral Job related Stress

© 2003 Prentice Hall, Inc Puzzle Questions “Mike and Todd have $21 between them. Mike has $20 more than Todd. How much money has mike, and how much money has Todd?” $0.50 $20.50

© 2003 Prentice Hall, Inc Interview Administration  How administered Personal Unstructured sequential Structured sequential Panel Mass  Computerized

© 2003 Prentice Hall, Inc Computerized Interviews  Computers, not people  Specific questions  Multiple-choice format  Rapid-fire sequence  Requires concentration  Helps reject unacceptable candidates  Saves time

© 2003 Prentice Hall, Inc Are Interviews Useful?  Interviews are a good predictor of performance  Interviews should be structured and situational  Be careful what types of traits you try to assess Check out recruiter chat at this page

© 2003 Prentice Hall, Inc What Can Undermine Success in an Interview?  First impressions  Job misunderstanding  Candidate order error  Interviewer behavior  Personal characteristics  Nonverbal behavior management

© 2003 Prentice Hall, Inc Explain and illustrate the basic ways in which you can classify selection interviews. 2. Briefly describe each of the following possible types of interviews: unstructured panel interviews; structured sequential interviews; job-related structured interviews. 3. For what sorts of jobs do you think computerized interviews are most appropriate? Why?

© 2003 Prentice Hall, Inc Effect of Personal Characteristics  Attractiveness  Race  Gender

© 2003 Prentice Hall, Inc Steps in Interview Design Job Analysis Rate the Job Duties Create Interview Questions Create Benchmark Answers Appoint Panel & Conduct Interviews

© 2003 Prentice Hall, Inc How to Structure and Conduct Your Interview  Base questions on actual job duties  Use knowledge, situational questions and objective criteria to evaluate  Train interviewers  Use same questions

© 2003 Prentice Hall, Inc How to Structure and Conduct Your Interview  Rating scales to rate answers  Use panel interviews  Use a structured interview form  Control the interview

© 2003 Prentice Hall, Inc Prepare for the Interview  Do interview in a quiet room with no interruptions  Review resume and make notes  Know the duties of the job  Focus questions on skills that are a must  Don’t make snap judgments

© 2003 Prentice Hall, Inc Establish Rapport & Ask Questions  Put the interviewee at ease  Begin interview with an ice breaker  Be aware of the applicant’s status  Follow your list of questions  Ask for examples  Mention you will contact references

© 2003 Prentice Hall, Inc Close and Review  Leave time to answer questions  End on a positive note  Inform in writing of a decision if that’s your policy  Review notes and fill in structured form  Timely review reduces snap judgments

© 2003 Prentice Hall, Inc How to Be a Good Interviewee + Be prepared by learning about the company, the job and the recruiters + Uncover the interviewer’s real needs and relate to those needs + Pause, think, then speak + Nonverbal behavior important + Make a good 1 st impression, be enthusiastic

© 2003 Prentice Hall, Inc Streamlining Interviews  Interviewer must get questions around these four factors answered Knowledge and experience Motivation Intellect Personality

© 2003 Prentice Hall, Inc Questions on the 4 Factors  What must the candidate know to perform the job?  What experience is absolutely necessary to perform the job?  Are there any unusual energy demands on the job?

© 2003 Prentice Hall, Inc Questions on the 4 Factors  What should the person like doing to enjoy this job?  Is there anything the person should not dislike?  Are there any essential goals or aspirations the person should have?  Are there any specific intellectual aptitudes required?

© 2003 Prentice Hall, Inc Questions on the 4 Factors  How complex are the problems the person must solve?  What are the critical personality qualities needed for success?  How must the job incumbent handle stress, pressure, and criticism?  What kind of interpersonal behavior is required in the job up the line, at peer level, down the line, and outside the firm with customers?

© 2003 Prentice Hall, Inc Stick to the Plan  College experiences  Work experiences—summer, part time, full time (one by one)  Goals and ambitions  Reactions to the job for which you are interviewing

© 2003 Prentice Hall, Inc Stick to the Plan + Military experiences + Present outside activities + Self-assessments (by the candidate of his or her strengths and weaknesses)

© 2003 Prentice Hall, Inc And Find a Match  Follow the plan  Probe the four factors  Summarize the strengths and weaknesses  Draw conclusions  Compare with job description  Bingo! Check out ToyotaToyota

© 2003 Prentice Hall, Inc Summary Slide  Outline  What you should be able to do  Interview 101  Basic types of interviews  Selection interviews  How interviews are structured  Content

© 2003 Prentice Hall, Inc Summary Slide (Cont.)  Puzzle questions  Interview administration  Computerized interviews  Are interviews useful?  What can undermine success in an interview?

© 2003 Prentice Hall, Inc Summary Slide (Cont.)  Effect of personal characteristics  Five steps in interview design  How to structure and conduct your interview  Prepare for the interview

© 2003 Prentice Hall, Inc Summary Slide (Cont.)  Establish rapport & ask questions  Close and review  How to be a good interviewee  Streamlining interviews  Questions on the 4 factors

© 2003 Prentice Hall, Inc Summary Slide (Cont.)  Stick to the Plan  And Find a Match Value-based hiring builds employee commitment