Chapter: 7 Interviewing Candidates I. Basic Features of Interviews A.

Types of Interviews include: Appraisal interviews: an appraisal interview is a discussion, following a performance appraisal, in which supervisor and employee discuss the employees ratings and possible remedial actions. Exit interviews: When an employee leaves a firm, one often conducts an exit interview. This aims at eliciting information that might provide some insight into whats right or wrong about the firm. Selection interviews: This chapter focuses on selection interviews. 1. Structured vs. Unstructured Interviews Unstructured or nondirective interviews generally have no set format. Structured or directive interviews generally identify questions and all applicants are asked the same questions. Sometimes acceptable responses are specified in advance and the responses are rated for appropriateness of content. Examples of structured interview guides are provided in Figure 7-1. 2. Interview Content: Types of Questions Interviews can be classified according to the nature or content of their questions, such as: Situational interviews: situational interviews are based on how an applicant might behave in a hypothetical situation.

 Job-related interviews: ask job-related questions to assess the applicant's ability to perform the job. Behavioral interviews: ask applicants to describe how they reacted to actual situations in the past. Stress interviews: try to make an applicant uncomfortable by asking rude questions periodically. B. Administering the Interview 1. In-person Interviews tend to be one-on-one where two people meet alone and one interviews the other by seeking oral responses to oral inquiries. Frequently, candidates are interviewed by several persons sequentially. 2. Panel Interviews occur when a group (panel) of interviewers questions the candidate together. A mass interview is where a panel interviews several candidates simultaneously. 3. Phone and Video Interviews are often conducted entirely by phone. Technology has also made interviewing by videoconferencing possible, saving time and travel costs. 4. Computerized Interviews involve computers administering the interview. Typically the questions are presented in a multiple-choice format, one at a time, and the applicant is expected to respond to the questions on the screen by pressing a key.

5. Web Assisted Interviews utilize PC video cameras to conduct interviews on line via Webcasts.

Are Interviews Useful? Studies confirm that the validity of interviews is greater than previously thought. Structured interviews are more valid than unstructured interviews for predicting job performance. Some traits, however, are not able to be accurately assessed in an interview. II. What Can Usefulness? Undermine An Interviews

A. First Impressions interviewers tend to jump to conclusions about candidates during the first few minutes of the interview. B. Misunderstanding the Job Interviewers who dont know precisely what the job entails and what sort of candidate is best suited for it usually make their decisions based on incorrect or incomplete stereotypes of what a good applicant is. C. Candidate-Order (Contrast) Error and Pressure to Hire means that the order in which you see applicants affects how you rate them. D. Nonverbal Behavior Inexperienced interviewers may try to infer the interviewees personality from vocal and visual cues such as energy level, voice modulation and level of extraversion

E. Impression Management Ingratiation, agreeing with the interviewers opinions, and self-promotion to create an impression of competence are used by clever interviewees to manage the impression they present,

F. Effect of Personal Characteristics: Attractiveness, Gender, Race Interviewers have to guard against letting an applicants attractiveness, gender, and race play a role in their rating. G. Interviewer Behavior - the interviewer inadvertently evoking the expected answers. III. Designing Interview and Conducting the Effective

A. The Structured Situational Interview procedure is as follows: Step 1: Job Analysis; Step 2: Rate the Jobs Duty; Step 3: Create Interview Questions; Step 4: Create Benchmark Answers; and Step 5: Appoint the Interview Panel and Conduct Interviews. Web-based programs are available to help interviewers design and organize behavior based selection interviews. B. How to Conduct a More Effective Interview 1. Structure Your Interview a) base questions on job duties; b) use specific job-knowledge, situational, or behaviorally-oriented questions and objective criteria to evaluate the interviewees responses; c) train interviewers; d) use the same questions with all candidates; e) use rating scales to rate answers; f) use multiple interviewers or panel interviews; g) design questions that reduce subjectivity, inaccurate conclusions, and bias; h) use a structured interview form; i) control the interview; and j) take brief notes.

2. Prepare for the Interview The interview should take place in a private room where interruptions can be minimized. Prior to the interview, the interviewer should review the candidates application and resume, as well as the job duties and required skills and traits. 3. 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. 4. Ask Questions The interviewer should follow the interview guide. 5. Close the Interview Leave time to answer any questions the candidate may have and, if appropriate, advocate your firm to the candidate. Try to end the interview on a positive note. 6. Review the Interview Once the candidate leaves, and while the interview is fresh on the interviewers mind, he/she should review his/her notes and fill in the structured interview guide.