Chapter 6 - Wartburg College
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Transcript Chapter 6 - Wartburg College
© 2003 Prentice Hall, Inc.
6-1
Chapter 6
Interviewing Candidates
Instructor presentation questions: [email protected]
© 2003 Prentice Hall, Inc.
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Outline of Chapter 6
Basic features of interviews
Types of interviews
Administering the interview
Structured versus unstructured interviews
Interview content: types of questions
Personal interviews
Computerized interviews
High-performance insight
Online interviews
Are interviews useful?
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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
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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
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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
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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
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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
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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
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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
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Selection
Interviews
How it’s structured
The content
How it’s administered
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How Interviews Are
Structured
Directive
Nondirective
Applicant
Interview
Guide
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Content
Interview content
Situational
Behavioral
Job related
Stress
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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?”
$20.50
$0.50
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Interview Administration
How administered
Personal
Unstructured sequential
Structured sequential
Panel
Mass
Computerized
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Computerized Interviews
Computers, not people
Specific questions
Multiple-choice format
Rapid-fire sequence
Requires concentration
Helps reject unacceptable candidates
Saves time
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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
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What Can Undermine
Success in an Interview?
First impressions
Job misunderstanding
Candidate order error
Interviewer behavior
Personal characteristics
Nonverbal behavior management
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1. 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?
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Effect of Personal
Characteristics
Attractiveness
Gender
Race
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5 Steps in Interview Design
Job Analysis
Rate the Job Duties
Create Interview
Questions
Create Benchmark
Answers
Appoint Panel &
Conduct Interviews
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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
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How to Structure and
Conduct Your Interview
Rating scales to rate answers
Use panel interviews
Use a structured interview form
Control the interview
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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
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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
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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
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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 1st impression, be
enthusiastic
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Streamlining Interviews
Interviewer must get questions around
these four factors answered
Knowledge and experience
Motivation
Intellect
Personality
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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?
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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?
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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?
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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
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Stick to the Plan
+ Self-assessments (by the candidate of
his or her strengths and weaknesses)
+ Military experiences
+ Present outside activities
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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 Toyota
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Summary Slide
Outline
What you should be able to do
Interview 101
Basic types of interviews
Selection interviews
How interviews are structured
Content
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© 2003 Prentice Hall, Inc.
Summary Slide (Cont.)
Puzzle questions
Interview administration
Computerized interviews
Are interviews useful?
What can undermine success in an
interview?
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Summary Slide (Cont.)
Effect of personal characteristics
Five steps in interview design
How to structure and conduct your
interview
How to structure and conduct your
interview
Prepare for the interview
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Summary Slide (Cont.)
Establish rapport & ask questions
Close and review
How to be a good interviewee
Streamlining interviews
Questions on the 4 factors
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Summary Slide (Cont.)
Stick to the Plan
And Find a Match
Value-based hiring builds
employee commitment