1. Group 7 Group 7 Caitlin Nordin – s0258158 Bianca Webster – s0243413 Jaiden Stayt – s0243092 Helena Tramacchi – s0230120 Katrine Sellar – s0243214

2. State of the room is unprofessional Clothes the panel are wearing are not suitable in a business interview environment Personal presentation for the interviewer is just as important as the interviewee (Bayley 2010, p. 82) Name plaques present in front of each panel member are a possible hindrance For an interview, setting the right tone is crucial, in order to obtain the most beneficial and authentic responses from a candidate (Whatley 2005, p. 25) The panellists in this interview have neglected to establish a selection criterion A position description is key since it ‘helps define the duties a new staff member will be responsible for’ (Business Victoria 2015). A lack of an adequate position description prior to a meeting is a major pitfall (Norris 2007 p. 19) because it leaves the interviewers unsure as to who the most suitable aspirant is.

4. When a job interview is conducted, it is essential to begin by establishing a rapport with the interviewee (Toten 2011). By doing so, it can commence ‘the interview on a positive note and defuse any potential hostility’ (Whatley 2005, p. 25) before it arises.

6. A large proportion of questions that were just asked by the panellists towards the applicant are not appropriate for an interview. When an interviewer is asking a question, the query should be related to the candidate’s suitability for the offered position (Compton, Morrissey & Nankervis 2014, p. 146). The Equal Employment Opportunity Act 1987 (Cwlth) stipulates that one group equal employment opportunity applies to are people whose first language is not English. An appropriate question that could have been asked is “What languages do you speak fluently?”(HR World 2007) The enquiry related to the length of previous employment is also problematic. Closed questions are usually of minute help and can initiate interrogative questioning (McConnell 2003, p. 140). “Tell me about your last job and why did you leave?” is an example of two questions combined. This type of enquiry may cause the applicant to leave out vital information or become disorientated (Compton, Morrisey & Nankervis 2014, p. 146).

8. The exchange that took place regarding St. Mary’s Cathedral is an example of the halo effect in action. The halo effect is where a person can be unfairly rated more positively or negatively by another, based on personal preferences (Compton, Morrissey & Nankervis 2014, p. 145). It could undermine the company’s competitive advantage (Lim, Winter & Chan 2006, p. 267) Stereotyping is also evident in the interview. This action could bring the Workplace Gender Equality Act 2012 (Cwlth) into question. Misinterpretation of the question, “Tell me about you weaknesses and how do you use them to do your advantage”. This discrepancy can be put down to the ineffective use of words contained in the question, which is not acceptable (Compton, Morrissey & Nankervis 2014, p. 144).

10. A number of mistakes can be observed concerning note-taking, the ratio of talking, rapport building, relevant material and bias. The designated panel member was note-taking for the majority of the interview. The panellist did not gain permission from the interviewee (Compton, Morrissey & Nankervis 2014, p. 144). They wrote notes during the candidate responses, which inhibits their listening (McConnell 2003, p. 150). The panellist wrote so often, they lost concentration and hence rapport with the applicant (Compton, Morrissey & Nankervis 2014, p. 144). The panel members provided the bulk of the conversation. Aspirant should contribute 80% of the talking, with 20% delegated to the panellists (Compton, Morissey & Nankervis 2014, p. 142). Too much talking from the members can also create a halo effect (Nadler 1994, p. 7). The note-taking by the chosen panellists and the abrupt start to the interview, meant that the candidate and the members had limited opportunity to develop rapport with each other. Bias concerning both race and gender was on display in this interview. Could contravene both the Equal Employment Opportunity Act and the Workplace Gender Equality Act.

11. Bayley, B 2010, ’20 tips for interviewing’, Management Today, pp. 82-84. Business Victoria 2015, Write job descriptions and ads, viewed 8 September 2015, http://www.business.vic.gov.au/hiring-and-managing-staff/staff-recruitment/job-description- and-advertisement-template http://www.business.vic.gov.au/hiring-and-managing-staff/staff-recruitment/job-description- and-advertisement-template Compton, R, Morrissey, B & Nankervis, A 2014, Effective recruitment and selection practices, 6th edn, CCH Australia Limited, Sydney. HR World 2007, 30 interview questions you can’t ask and 30 sneaky, legal alternatives to get the same info, viewed 8 September 2015, http://www.hrworld.com/features/30-interview- questions-111507/http://www.hrworld.com/features/30-interview- questions-111507/ Lim, C, Winter, R & Chan, C 2006, ‘Cross-cultural interviewing in the hiring process: challenges and strategies’, Career Development Quarterly, vol. 54, no. 3, pp. 265-268. McConnell, J 2003, How to identify your organization's training needs, AMACOM, New York. Nadler, P 1994, ‘Sloppy interviews lead to costly hiring mistakes’, American Banker, vol. 159, no. 68, p. 7. Norris, L 2007, ‘Get it right first time’, B&T Weekly, vol. 57, no. 2595, p. 19. Toten, M 2011, Performance appraisal interviews: checklists for preparation and conduct, viewed 8 September 2015, http://workplaceinfo.com.au/hr-management/performance- management/analysis/performance-appraisal-interviews-checklists-for-preparation-and- conduct#.Ve5nfxGqqkphttp://workplaceinfo.com.au/hr-management/performance- management/analysis/performance-appraisal-interviews-checklists-for-preparation-and- conduct#.Ve5nfxGqqkp Whatley, P & Hubbard, L 2005, ‘Easing into interviews’, Internal Auditor, vol. 62, no. 5, pp. 25- 26.

12. Legislation Equal Employment Opportunity Act 1987 (Cwlth) Workplace Gender Equality Act 2012 (Cwlth)