7 Interviewing Candidates

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 Learning Objectives

7-1. List and give examples of the main

types of selection interviews.
7-2. List and explain 4-the main errors that
can undermine an interview’s
usefulness.

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 Learning Objectives

7-3. Define a structured situational interview

and explain how to design and conduct
effective selection interviews.
7-4. Discuss how to use
4- employee selection
methods to improve employee
engagement.
7-5. List the main points to know about
developing and extending the actual job
offer.

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 BASIC TYPES OF INTERVIEWS

Selection Interview

Types of
Appraisal Interview
Interviews

Exit Interview

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 I.
List and give examples of
the main types4-
of selection
interviews.

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 Basic Types of Interviews

Can be classified according to:

1. Structure (How structured they are)

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2. Content (the types of questions they
contain)

3. Administration (How the firm administers the

interviews -for instance, one-on-one or via a
committee)

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 Structured vs. Unstructured Interviews

• In unstructured (or nondirective) interviews, the manager

follows no set format. A few questions might be specified in
advance. Most selection interviews fall in this category.

• In structured (or directive) interviews, the employer lists job-

oriented questions ahead of time, and possible
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predetermined answers for appropriateness and scoring.

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 INTERVIEW CONTENT

• Questions to ask
o Situational
o Behavioral
o Job-related 4-

o Stress
o Puzzle questions

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How Should We Conduct the Interview?

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How Should We Conduct the Interview?

1. One-on-One
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How Should We Conduct the Interview?

Unstructured
sequential interview

Structured Panel
sequential interview interview
4- in
Ways
Which
Mass
Interview Can Phone
interview be Conducted interviews

Computerized Video/Web-assisted
interviews interviews

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 Online Video Interview Preparation

• Look Presentable
• Clean Up The
Room 4-

• Test First
• Do A Dry Run
• Relax

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 II.
List and explain the main
4-
errors that can undermine
an interview’s usefulness.

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Avoiding Errors That Can Undermine an
Interview’s Usefulness

1. Use Structure Interviews

2. Know What to Ask
4-
3. Avoid the Common
Interviewing Errors

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First impressions (snap Nonverbal behavior and
judgments) impression management

Interviewer’s Errors affecting An

Applicant’s personal
misunderstanding 4-
Interview’s characteristics
of the job Usefulness

Candidate-order
Interviewer’s inadvertent
(contrast) error and
behavior
pressure to hire

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 III.
Define a structured situational interview
and give examples of situational
questions, behavioral
4- questions, and
background questions that provide
structure.

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 Designing the Structured
Situational Interview
1. Analyze the job
2. Rate the job’s main duties
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3. Create interview questions
4. Create benchmark answers
5. Appoint interview panel and
conduct interviews

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Improving Performance: HR Tools For
Line Managers and Small Businesses

How to Conduct an
Effective
4- Interview

Let’s talk about it…

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 HOW TO CONDUCT A MORE EFFECTIVE INTERVIEW

Being Systematic and Effective

1 Know the job.

2 Structure the interview.
3 Get organized.
4 Establish rapport.
5 Ask questions.
6 Take brief, unobtrusive notes.
7 Close the interview.
8 Review the interview.
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 Profiles and Employee Interviews

• Use the same job profile (competencies, traits, knowledge, and

experience) for creating interview questions as for recruiting

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 CREATING EFFECTIVE INTERVIEW
STRUCTURES
• Base questions on actual job duties.
• Use job knowledge, situational or behavioral
questions, and objective criteria to evaluate
interviewee’s responses.
• Use the same questions with all candidates.
• Use descriptive rating scales (excellent, fair,
poor) to rate answers.
• If possible, use a standardized interview
form.
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FIGURE 7–2 Examples 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? 4-
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?

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 IV.
Discuss how to use employee
selection methods
4- to improve
employee engagement.

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 Building Engagement:
A Total Selection Program

4-

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 The Toyota Way
Step 1: an in-depth online application
(20–30 minutes)
Step 2: a 2–5-hour computer-based
assessment
Step 3: a 6–8-hour work simulation
assessment 4-

Step 4: a face-to-face interview

Step 5: a background check, drug

screen, and medical check
Step 6: job offer

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 Trends Shaping HR:
Science in Talent Management

Google’s Evidence-based
Approach4-to Selection

Let’s take a look…

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 V.
What are the main points to know
about developing
4- and extending
the actual job offer?

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 Developing and Extending the
Job Offer

• Judgmental approach
• Statistical approach
4-

• Hybrid approach

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 The Job offer Main Parameters

• The job offer will include:

o Pay rates
o Benefits
o Actual job duties4-
• There may be some negotiations
• When agreement is reached, the
employer will extend a written job offer
to the candidate

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Issues to Consider with the Written
Offer

• A job offer letter has the:

o Welcome sentence
4-
o Pay information
o Benefits information
o Paid leave information
o Terms of employment

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 The Employment Contract

• An employment contract includes:

o Duration
o Severance provisions
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o Nondisclosure requirements
o Covenants not to compete
o Relocation provision

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 GUIDELINES FOR INTERVIEWEES

Think it
through…
• Preparation is essential.
• Uncover the interviewer’s real needs.
• Relate yourself to the interviewer’s needs.
• Think before answering.
• Remember that appearance and enthusiasm are important.
• Make a good first impression.
• Ask questions.

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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?
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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?
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FIGURE 7–5 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. 4-
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?
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