Transcript Lecture Ten Chapter Twelve Interviewing for Effective Decisions INTERVIEW DEFINED • A CONVERSATION THAT HAS A TIME LIMIT AND AN IDENTIFIABLE PURPOSE OTHER THAN ENJOYMENT.

Lecture Ten
Chapter Twelve
Interviewing for Effective
Decisions
INTERVIEW DEFINED
• A CONVERSATION
THAT HAS A TIME
LIMIT AND AN
IDENTIFIABLE
PURPOSE OTHER
THAN ENJOYMENT
Barriers to Effective Interviews
• DIFFERING INTENTION
• BIAS
• CONFUSING FACTS
WITH INFERENCES
• NONVERBAL
• FIRST IMPRESSIONS
• ORGANIZATIONAL
STATUS
Possible Remedies
•
•
•
•
•
•
Intentions
– Both parties intend to have
full exchange of information
Bias
– Recognize personal bias
– Halo Effect
Facts versus Inferences
– Be alert to difference
Nonverbal
– Primacy Effect (Similar to
Halo)
First Impressions
– Hypothesis Testing
Organizational Status
FOCUS FOR EFFECTIVE
INTERVIEWS
•
•
•
•
•
What is the Interview Objective?
– Gather general or specific data
or persuade
Where should it be conducted?
What is the best way to begin?
– Open with purpose
What is best questioning strategy?
– Structured
– Unstructured
– Semi-structured
Phrasing
–
–
–
•
•
Open-Closed
Primary-Secondary
Neutral-Directed
Notes
Close
INTERVIEW FORMAT
•
PROBLEM SOLVING
– Opening
• Greet Interviewee
• Establish common ground
• State purpose
– Body
• Define problem
• analyze problem
• Propose solution
• Select solution
• Agree on action
– Close
• Provide summary
• Summarize action to take
• Make acknowledgments
•
INFORMATIVE
– Opening
• Greet interviewee
• Establish Common Ground
• State purpose
– Body
• Seek information
• Question
• Reflect
• Verify
• Summarize
– Close
• Provide summary
• Summarize action to take
• Make acknowledgments
QUESTIONS
• Closed Ended (Require specific information
and limited response and freedom for
interviewee)
• Probing Questions (Allows and encourages
interviewee to expand on other answers)
• Mirror Questions (Reflects back message
sent by interviewee and encourages
expansion)
• Leading Questions (Influences the
interviewee to respond a certain way)
NOTES
•
•
•
•
•
Ask if OK
Keep them brief
Maintain eye contact
Keep from doodling
Avoid accentuating
something
• Review immediately
after meeting
MANAGERIAL ROLE IN INTERVIEWS
• Make sure that all the information is
gathered or the problem solved
• Avoid unethical or illegal question
• Create the climate which make the
interview a positive or conducive
experience
TYPES OF SPECIAL INTERVIEWS
•
•
•
•
EMPLOYMENT
PERFORMANCE REVIEW
CONSTRUCTIVE DISCIPLINE
COUNSELING
EMPLOYMENT
• INTERVIEW LOW IN
RELIABILITY AND
VALIDITY
• INTERVIEW IS THE
PRIMARY SOURCE OF
INFORMATION USED IN
MAKING HIRING
DECISIONS
EMPLOYMENT(Continued)
• Know the job for which your
are interviewing candidates
(Characteristics)
• Know what a successful
candidate looks like (Goal)
• Questions
• Open
• Closed
• Establish a procedure (Time,
Location, Metrics)
• Review credentials
ahead of interview
• LET INTERVIEWEE
TALK
• KEEP RECORDS
• LEGAL ISSUES
– EEOC (Civil Rights
Act of 1964)
• BFOQ
• Affirmative Action
• Appropriate
Questions
Examples of Structured Interview
Questions
Type
Example
Situational
You’re packing things into your car and getting
ready for your family vacation when it hits you
that you promised to meet a client this morning.
You didn’t pencil the meeting into your calendar
and it slipped your mind until just now. What
do you do?
Job
Knowledge
What is the correct procedure for determining the
appropriate oven temperature when running a new
batch of steel?
Worker
Some periods are extremely busy in our business.
Requirements What are your feelings about working overtime?
Unusual Job Interview Behaviors
Based on a nationwide survey of 200 executives conducted by
Accountemps, the world’s largest temporary personnel service for
accounting, bookkeeping, and information technology, the interview
behavior of some jobseekers today can only be described as bizarre.
Here are some of the more unusual behaviors respondents witnessed
or heard of happening during a job interview:
• “Left his dry cleaner tag on
his jacket and said he wanted
to show he was a clean
individual.”
• “After a difficult question, she
wanted to leave the room
momentarily to meditate.”
• “Applicant walked in and
inquired why he was here.”
Fig. 5-9a
• “Said that if I hired him, I’d
soon learn to regret it.”
• “Said if he was hired, he’d
teach me ballroom dancing
at no charge, and started
demonstrating.”
• “Arrived with a snake around
her neck. Said she took her
pet everywhere.”
© 1998 by Prentice Hall
Unusual Job Interview Behaviors
(cont.)
• “Women brought in a large
shopping bag of canceled
checks and thumbed through
them during the interview.”
• “When asked about loyalty,
showed a tattoo of his
girlfriend’s name.”
• “Applicant indicated that if he
wasn’t hired, the future of the
company would be
jeopardized for confidential
reasons.”
Fig. 5-9b
• Took three cellular phone
calls. Said she had a similar
business on the side.”
• “She returned that afternoon
asking if we could redo the
entire interview.”
© 1998 by Prentice Hall
TYPES OF INTERVIEWS
PERFORMANCE
• USE
– Let employees know where
they stand
– Recognize good work
– Communicate areas of
improvement
– Develop employees in
present job
– Discuss career paths
– Use to measure entire
department
– Warn certain employees
that they must improve
• TYPES
– HIGH PERFORMANCE
– MAINTENANCE
– REMEDIAL
SUPPORTIVE ENVIRONMENT
See Gibb Pages 274-277
• DEFENSIVE
–
–
–
–
–
EVALUATIVE
CONTROLLING
NEUTRALITY
SUPERIORITY
CERTAINTY
• SUPPORTIVE
– DESCRIPTIVE
– PROBLEM
ORIENTED
– EMPATHY
– EQUALITY
– PROVISIONALISM
FEEDBACK
• CONCRETE BEHAVIORS
• AVOID INFERENCES ABOUT MOTIVES,
INTENTS AND FEELINGS
• LIMIT THE NUMBER OF BEHAVIORS
DISCUSSED
• PROVIDE FEEDBACK CLOSE TO EVENT
• GIVE FEEDBACK TO HELP EMPLOYEE
NOT STROKE YOUR EGO
• ESTABLISH CLEAR GOALS (Numeric if
possible)
CONSTUCTIVE DISCIPLINARY
• ORAL WARNING - WRITTEN WARNING- LAYOFFDISCHARGE
– Is action necessary and appropriate
– Be specific about behavior
– Be consistent
– Conduct it in a private place and immediately after
the event
– Make sure that the consequences of future
problems is clear
– Set specific time frame for correction
– Record the interview in writing
• COUNSELING INTERVIEW (EPA)