Transcript PowerPoint Chapters 4, 5 and 7

Chapter 4
Structuring the
Interview
Chapter Summary
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Opening the Interview
The Body of the Interview
Closing the Interview
Summary
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Opening the Interview
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It takes two parties to launch an interview
successfully.
Two-Step Process
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Establish rapport
Orienting the other party
Rapport and orientation are often intermixed
and reduce relational uncertainty.
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Opening Techniques
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State the Purpose – p. 79
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Summarize the Problem
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Adapt the opening to each interviewee and situation
Know when to end the opening and move on
The summary should inform – not spill into body
Explain How a Problem Was Discovered p80
Offer an Incentive or Reward ($5 beer drinking study)
Request for Advice or Assistance (be sincere)
Refer to the Known Position of the Interviewee (make sure you are
right?)
Refer to the Person Who Sent You to the Interviewee p. 81
Refer to Your Organization
Request a Specific Amount of Time (more than 5-10 min – appt.)
Ask a question – avoid closed questions answered with - no
Use a Combination p. 82 – make it a dialogue – involve interviewee
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Nonverbal Communication in
Openings
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An effective opening depends upon how you
look, act and say what you say.
First impressions – determine tone and flow
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Territoriality – knock – await response
Appearance and Dress – contributes to first
impressions
Touch – handshake
Sex and culture regulate nonverbal
communication in openings
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The Body of the Interview
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Interview Guide
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An interview guide is a carefully structured outline
of topics and subtopics to be covered during an
interview.
A guide ensures the consideration of all important
topics and subtopics.
It assists in recording answers and recall at a later
date.
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The Body of the Interview
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Interview Guide
Outline Sequences
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Topical
Time
Space
Cause-to-effect
Problem-solution
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The Body of the Interview
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Interview Schedules
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A nonscheduled interview is merely an interview
guide with no questions prepared in advance.
Unintentional interviewer bias is most likely to
occur in a nonscheduled interview.
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The Body of the Interview
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Interview Schedules
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A moderately scheduled interview contains all
major questions with possible probing questions
under each.
A moderately scheduled interview lessens the
dangers of instant question creation.
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The Body of the Interview
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Interview Schedules
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A highly scheduled interview includes all
questions and the exact wording to be used with
each interviewee.
Highly scheduled interviews sacrifice flexibility
and adaptability for control.
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The Body of the Interview
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Interview Schedules
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A highly scheduled standardized interview is
the most thoroughly planned and structured.
All question and answer options are stated in
identical words to each interviewee.
Highly scheduled standardized interviews are
necessary for precision, replicability, and
reliability.
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The Body of the Interview
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Interview Schedules
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Consider a strategic combination of schedule
types.
Combined schedules enable interviewers to
satisfy multiple needs.
Advantages and Disadvantages on Figure 4.1 on
page 90
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The Body of the Interview
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The Body of the Interview
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Question Sequences
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Tunnel Sequence: A series of similar questions,
either open or closed. It works well with informal
and simple interviews.
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Funnel Sequence: Begins with a broad, openended question and proceeds with evermore
restricted questions. It works well
with motivated interviewees.
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The Body of the Interview
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Question Sequences
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Inverted Funnel Sequence: Begins with a closed
question and proceeds toward open questions. It
provides a warm-up time for those reluctant to
talk.
Combination Sequences – hourglass sequence p.
92 bottom – Figure 4.5, open – closed – open
Diamond Sequence – Figure 4.6 – closed – open
– closed (these combinations help with specific
situations)
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The Body of the Interview
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Question Sequences
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Quintamensional Design Sequence: Five-step
approach that proceeds from an interviewee’s
awareness of the issue to attitudes uninfluenced
by the interviewer, specific attitudes, reasons for
these attitudes, and intensity of attitude. It is
effective at assessing attitudes and beliefs and is
often used in opinion polls. P. 93
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Closing the Interview
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Take your time and be tactful in what you say
and do in the closing.
The closing often signals the continuation of
a relationship.
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Closing the Interview
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Functions and Guidelines for Closings
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First, the closing signals the termination of the
interview but not the relationship.
Second, the closing may express supportiveness
to enhance the relationship and bring the
interview to a positive close.
Third, the closing may summarize the interview. A
summary must accurately reflect the important
elements of the interview.
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Closing the Interview
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Functions and Guidelines for Closings
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Be sincere and honest.
Do not rush the closing.
Do not introduce new topics or ideas during the closing.
Leave the door open for future contacts.
Avoid false closings when the interview is not really over.
Avoid failed departures when you soon meet up again with
the party after having concluded the interview.
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Closing the Interview
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Closing Techniques
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Offer to answer questions.
Use clearinghouse questions.
Declare completion of the intended purpose.
Make personal inquiries.
Make professional inquiries.
Signal that time is up.
Continued...
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Closing the Interview
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Closing Techniques
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Explain the reason for the closing
Express appreciation or satisfaction
Arrange for the next meeting
Summarize the interview
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Closing the Interview
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Nonverbal Closing Actions
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Plan the closing just as you do the opening and
body of the interview.
Combine effective verbal and nonverbal
techniques into effective closings.
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Closing the Interview
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Nonverbal Closing Actions
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Common Nonverbal Closing Actions
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Straightening up in your seat.
Leaning forward.
Standing up or moving away from the other party.
Uncrossing your legs.
Placing your hands on your knees as if preparing to
rise.
Continued...
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Closing the Interview
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Nonverbal Closing Actions
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Common Nonverbal Closing Actions
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Breaking eye contact.
Offering to shake hands.
Making hand movements.
Smiling.
Looking at a clock.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Summary
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All three parts of each interview—opening,
body, and closing—are vital to its success.
The opening influences how both parties
perceive themselves and one another.
The body must be carefully structured with an
appropriate sequence that guides the
questions.
The closing not only brings the interview to
an end, but it may summarize information.
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Chapter 5
The Probing
Interview
Chapter Summary
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Preparing the Interview
Selecting Interviewees and Interviewers
Conducting the Interview
Preparing the Report or Story
The Interviewee in the
Probing Interview
Summary
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Preparing the Interview
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Determining the Purpose
• Your purpose controls how you prepare and what
you do in probing interviews.
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Preparing the Interview
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Researching the Topic
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The Internet and databases are becoming
essential resources for interviews.
Paying attention to omissions, dates, and interim
events may help to focus your purpose.
Evidence of research impresses interviewees.
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Preparing the Interview
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Structuring the Interview: Interview Guide
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Plan a structural sequence but remain flexible.
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Who was involved?
What happened?
When did it happen?
Where did it happen?
How did it happen?
Why did it happen?
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Preparing the Interview
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Structuring the Interview: The Opening
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A solid opening is essential in motivating an
interviewee.
Know what “off the record” means to both parties.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Preparing the Interview
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Structuring the Interview: Body
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A moderate schedule is a useful tool for long
interviews.
The moderate schedule allows the flexibility to
delete questions and create new ones.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Preparing the Interview
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Structuring the Interview: Closing
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Abide by time limits.
Involve the interviewee actively in the closing.
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Selecting Interviewees and
Interviewers
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Selecting Interviewees: Level of Information
• Make sure your interviewee possesses the
information you need.
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Selecting Interviewees and
Interviewers
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Selecting Interviewees: Availability
• Do not assume a potential interviewee is
unavailable; ask first.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Selecting Interviewees and
Interviewers
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Selecting Interviewees: Willingness
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Fear of what may be revealed in an interview
might make participants reluctant.
Resort to arm-twisting as a last resort.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Selecting Interviewees and
Interviewers
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Selecting Interviewees: Ability
Many potential interviewees are willing but unable to
participate for several reasons:
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Faulty memory.
Poor health.
State of shock.
Inability to express or communicate ideas.
Proneness to exaggeration or oversimplification.
Unconscious repression or distortion of information.
Biases or prejudices.
Habitual lying.
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Selecting Interviewees and
Interviewers
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Selecting Interviewers
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An interviewer should be:
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Friendly
Courteous
Organized
A keen observer
A good listener
Patient
Persistent
Skillful at asking probing questions
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Selecting Interviewees and
Interviewers
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Selecting Interviewers: Status
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Status difference and similarity affect motivation,
freedom to respond, control, and rapport.
Status is a critical criterion for some interviewees.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Selecting Interviewees and
Interviewers
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Relationship of Interviewer and Interviewee
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Be aware of the relational history of the parties.
Be aware of perceived similarities and differences
of both parties.
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Conducting the Interview
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Motivating Interviewees
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Know what motivates each interviewee.
Trust is essential for probing interviews.
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Conducting the Interview
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Asking Questions: Ask Open-Ended
Questions
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Use the number of questions necessary to get the
job done.
Listening is as important as asking.
Make the interviewee the star of the show.
Be an active listener, not a passive sponge.
Know what you are doing and why.
Think before asking.
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Conducting the Interview
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Note Taking and Tape Recording: Note
Taking
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Weigh carefully the pros and cons of note taking
prior to the interview.
Note taking should not threaten the interviewee.
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Conducting the Interview
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Note Taking and Tape Recording: Tape
Recording
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Three advantages of tape recording:
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Enables you to relax and concentrate on the
interviewee.
You can hear or watch what was said at a later time
without having to rely on memory.
A recording may pick-up answers that may have been
inaudible at the time.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Conducting the Interview
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Note Taking and Tape Recording: Tape
Recording
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Three disadvantages of tape recording:
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Tape recorders can malfunction or create technical
interruptions.
Some people view recorders as an intrusion.
Tapes provide permanent, undeniable records that
may threaten some interviewees.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Conducting the Interview
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Handling Difficult Situations
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A Sanitized versus a Real Setting
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You may need to feel and experience before you can
ask meaningful questions.
Use good sense and good judgment in probing
interviews.
In unsanitized situations, prepare for human suffering
and risks.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Conducting the Interview
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Handling Difficult Situations
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The Press Conference or Group Interview
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The interviewee usually controls the press conference.
Your relationship with the interviewee is critical at a
press conference.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Conducting the Interview
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Handling Difficult Situations
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The Broadcast Interview
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Being familiar with the physical setting may avoid
surprises.
Spontaneous questions
generate spontaneous
answers.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Conducting the Interview
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Handling Difficult Interviewees
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The seven common types of interviewees
are:
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Emotional Interviewees
Hostile Interviewees
Reticent Interviewees
Talkative Interviewees
Evasive Interviewees
Confused Interviewees
Dissimilar Interviewees
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Preparing the Report or Story
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Make it a habit to check all sources.
Be honest, accurate, and fair in reporting
interview results.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
The Interviewee and the Probing
Interview
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Doing Homework
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Get to know the interviewer as well as the
interviewer knows you.
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Who is the interviewer?
Who does the person represent?
How long will the interview take?
What information does the person want?
How will the information be used?
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
The Interviewee and the Probing
Interview
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Understanding the Relationship
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Appreciate the impact of upward and downward
communication in interviews.
Understand the relationship prior to the interview.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
The Interviewee and the Probing
Interview
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Awareness of the Situation
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Assess the many situational variables that will
impact the interview.
Consider establishing ground rules such as time,
place, length, which topics are off-limits, and the
identity of the interviewer.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
The Interviewee and the Probing
Interview
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Anticipating Questions
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Be as prepared to answer as the interviewer is
prepared to ask.
Rehearsing possible questions and answers is a
common preparatory technique.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
The Interviewee and the Probing
Interview
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Listening to Questions
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Listen and think before answering
Be patient.
Focus attention on the question of the moment.
Concentrate on both the interviewer and the
question.
Do not dismiss a question too quickly as irrelevant
or stupid.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
The Interviewee and the Probing
Interview
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Answering Strategically
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Avoid defensiveness.
Share control of the interview.
Explain what you are doing and why.
Take advantage of question pitfalls.
Support your answers.
Use analogies and metaphors to explain unknown
or complicated things.
Organize long answers like mini-speeches.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Summary
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The probing interview is the most common
type of interview.
This chapter has presented guidelines for
structured probing interviews that call for
thorough preparation and flexibility.
Interviewees need not be passive
participants.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 7
The Recruiting
Interview
Chapter Summary
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The Changing World of Work
Preparing the Recruiting Effort
Obtaining and Reviewing Information for
Applicants
Structuring the Interview
Conducting the Interview
Evaluating the Interview
Summary
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
The Changing World of Work
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Brains are more important than brawn.
The knowledge worker is now the prized
employee.
Knowledge, information, technology,
medicine and data are now where work and
competition are centered.
Finding, recruiting, interviewing, evaluating,
and retaining quality employees are an
organization’s biggest challenges.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
The Changing World of Work
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Essential Applicant Skills
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3.
4.
5.
Language and the accompanying culture
Problem-solving attitude
Computer competent
The ability to deal effectively with numbers
Strong interpersonal skills
Continued…
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The Changing World of Work
Essential Applicant Skills
6.
7.
8.
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10.
Global and diverse perspective
Willingness to learn new skills and ideas
Ability to deal effectively with change and job
ambiguity
Customer and quality oriented
Team player and group leader
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
The Changing World of Work
• Where to Find Good Applicants
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Internet Options
Career catalogue department at large bookstores
College placement services
Ethnic organizations
Job fairs
Downsizing or merging organizations
Personal associates and friends
Professional societies
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Preparing the Recruiting Effort
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Reviewing EEO Laws
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EEO Laws to Know
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Know both state and federal laws
Federal EEO laws pertain to all organizations that:
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Deal with the federal government
Have more than fifteen employees
Have more than $50,000 in government contracts
Engage in interstate commerce
Continued...
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Preparing the Recruiting Effort
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Reviewing EEO Laws
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EEO Laws to Know
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State laws may be more stringent than federal laws.
Unintentional violations are still violations.
EEO laws apply to applicants who are not “minorities”
or women.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Preparing the Recruiting Effort
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Reviewing EEO Laws
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Compliance with EEO Laws
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Bona fide occupational qualifications (BFOQs) are the
keys to nondiscriminatory hiring.
EEO violations are easy to avoid.
Focus on the positive, not the negative.
Treat applicants as you would want to be treated.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Preparing the Recruiting Effort
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Reviewing EEO Laws
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Keep Up-to-Date
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Current information on EEO laws is essential.
Accepting or keeping unlawful information create
liability for the company even if the information was
not requested.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Preparing the Recruiting Effort
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Developing an Applicant Profile
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The profile must be a composite of BFOQs.
The profile is the ideal by which all applicants are
measured.
Is past performance the best predictor of future
performance?
Can non-dominant group applicants match your
profile?
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Preparing the Recruiting Effort
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Assessing What Applicants Want
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What Do Applicants Desire in a Position and
Career?
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Applicants are increasingly information driven.
Applicants may not look or dress like you; live with it.
What Do Applicants Desire in an Interviewer?
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The recruiter is the organization in the applicant’s
eyes.
Select recruiters with applicant characteristics in mind.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Obtaining and Reviewing
Information on Applicants
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Application Forms
Resumes
Cover Letters
Letters of Recommendation & References
Tests
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Basic skills tests
Personality tests
Honesty tests
 Many sources have criticized the use and validity of
honesty tests.
 Probing deeply into answers is essential in assessing
honesty.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Obtaining and Reviewing
Information on Applicants
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Benefits of Previewing Applicants
• Doing your homework leads to more effective
interviews.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Structuring the Interview
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The Opening
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Establishing Rapport
Orientation
The Opening Question
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Structuring the Interview
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The Body of the Interview
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Unstructured interviews do not recruit top
quality applicants.
Highly structured interviews are more reliable
but less flexible and adaptable.
Moderately structured interviews are used by
the majority of recruiters.
In all cases, get the applicant talking as quickly as
possible.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Structuring the Interview
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Closing the Interview
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The closing must sustain the positive tone of the
interview.
Do not encourage or discourage applicants
needlessly.
Make decisions and notify all applicants as soon
as possible.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Conducting the Interview
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Nontraditional Interviewing Approaches
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Applicants and recruiters prefer the traditional
one-on-one interview.
Stifle any signs of competition in seminar
interviews.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Conducting the Interview
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Asking Questions
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Keep your questions open-ended.
Applicants give longer answers to open-ended
questions.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Conducting the Interview
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Common Question Pitfalls
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Be on guard for pitfalls in primary and secondary
questions.
Evaluative responses will lead to safe, superficial
answers.
Do not ask unlawful questions.
Do not ask for information that you already have.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Conducting the Interview
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Traditional Questions
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Interest in the Organization
Work-related (general)
Work-related (specific)
Teams and Team Work
Education and Training
Career Paths and Goals
Performance
Salary and Benefits
Career Field
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Conducting the Interview
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Non-Traditional Questions
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Past Experiences
Critical Incidents
Hypothetical Situations
A Case Approach
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Conducting the Interview
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Giving Information
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Information is the primary interest of applicants.
Minimize “you” in the interview.
Rule # 1: Keep your ears open and your mouth
shut.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Evaluating the Interview


Record your impressions and reactions
immediately.
Assess the performance of both interview
parties.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Evaluating the Interview
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Summary


The recruiting interview can be an effective
means of selecting employees, but it takes
preparation that includes becoming familiar
with state and federal EEO laws, developing
an applicant profile, obtaining and reviewing
information on applicants, and developing a
carefully structure interview.
When the interview is concluded, conduct
evaluations of the applicant and yourself.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.