Human Resource Project

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Presentation 5

Interviewing Candidates

Learning Outcomes

1. Define what is a job interview and why it is important.

2. Identify selection interview characteristics.

3. Conduct an Interview and what undermines interviews.

4. Provide guidelines for interviewees.

5. Give examples of most common questions asked and

6. Provide some suggested Questions.

What is A job Interview?

A conversation occurs between a potential employer and a job applicant where each one is trying to learn more about the other.

The process is a two-way road where employer is traveling toward a goal (right hiring), and the applicant is traveling toward a goal (right job).

The Importance of Interviews

During the process, the employer has the opportunity to appraise applicant’s qualifications, appearance and general fitness for the job opening. Meanwhile,

The applicant tries to learn more about the position, appraises the employer, and finds out if his/her needs and interests will be met.

Inviting an applicant to an interview, indicates that the employer has at least some interest.

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Selection Interview

Interview structure

Interview administration

Selection Interview Characteristics

Interview content

Human Resources Management 12e Gary Dessler

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We can classify selection interviews according to:

1. How structured they are

2. Their “content”—the types of questions they contain

3. How the firm administers the interviews

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1. Interview Structure

Unstructured (nondirective) interview

Structured (directive) interview

Interview Structure Formats

Mixed Interview

Human Resources Management 12e Gary Dessler

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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 predetermined answers for appropriateness and scoring.

Types of Structure of Interviews

Structured Interview: pre-set standardized questions used by the interviewer and asked to all candidates. It is also known as patterned or guided interview.

Unstructured Interview: The discussion is free-flowing and does not follow any formal rules and procedures. Questions are made up during the interview.

Mixed Interview: A combination of both methods, where during a pre-set questions, the applicant is asked spontaneous questions by the interviewer.

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2. Interview Content

Situational interview

Behavioral interview

Job-related interview

Types of Questions Asked

Stress interview

Human Resources Management 12e Gary Dessler

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We can also classify interviews based on the “content” or the types of questions asked in the interview. At work, situational, behavioral, and job-related questions are most important.

Types of Interview Content

Situational Interview: provide the candidates with a hypothetical situation and ask them how they would handle it. “What would you do if…..” It aims at revealing the ability to solve the problem presented.

Behavioral Interview: ask the candidates to recall past experience/s and describe how they did handle in. “Tell me about a time in the past when…” It aims at revealing the capability to solve an actual problem.

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Job-related Interview: focus more on job-related requirements and skills to screen out potential qualified candidates. The responses, then, are grouped to create an effective definition or "critical requirements"

Stress Interview: The employer commonly uses stress interview for those jobs which are more stressful. A number of harsh, rapid-fire questions are put to the interviewee with intent to upset him. It seeks to know, how the applicant will respond to pressure.

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3. Administering the Interview

Unstructured sequential interview

Panel interview

“To One Candidate”

Phone interviews

Video/Web-assisted interviews

Computerized interviews

Mass interview

“To Many Candidates”

Structured sequential interview

Ways in Which Interview Can be Conducted

Human Resources Management 12e Gary Dessler

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Employers also administer interviews in various ways: one-on-one or by a panel of interviewers; sequentially or all at once; and computerized or personally.

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Conducting an Effective Interview

Being Systematic and Effective

Structure the interview.

Know the job.

Get organized.

Establish rapport.

Ask questions.

Take brief notes.

Close the interview.

Review the interview.

Human Resources Management 12e Gary Dessler

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You may not have the time or inclination to create a full-blown, structured situational interview. However, there is still a lot you can do to make your interviews more systematic and effective.

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What Can Undermine An Interview’s Usefulness?

Nonverbal behavior and impression management

Applicant’s personal characteristics

Interviewer’s inadvertent behavior

Factors Affecting An Interview’s Usefulness

First impressions (snap judgments)

Interviewer’s misunderstanding of the job

Candidate-order (contrast) error and pressure to hire

Human Resources Management 12e Gary Dessler

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This slide summarizes potential interviewing errors to avoid:

• First impressions (snap judgments)

• Not clarifying what the job involves and requires

• Candidate-order error and pressure to hire

• Nonverbal behavior and impression management

• The effects of interviewees’ personal characteristics

• The interviewer’s inadvertent behavior

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Guidelines for Interviewees

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 as it is difficult to be changed.

Ask questions.

Human Resources Management 12e Gary Dessler

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Before you get into a position where you have to interview others, you will probably have to navigate some interviews yourself. It’s therefore useful to apply these guidelines to navigating your own interviews.

Be Aware of Shortcut!!!

Halo effect:

A cognitive bias, where the interviewer makes a snap judgement about the applicant’s overall potential for the performance of the job, considering a single characteristic, like the way he/she talks, sits, dresses, speaks, or maintains eye contacts, etc.

Most Common Questions Asked

Where do you see yourself in 5 years time?

Answer in general terms such as:

“I want to learn and grow within my work, increase my skills, knowledge, and responsibilities. I enjoy challenge and my goal is to be the best whatever level I am working at”.

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Describe yourself in one word..

“Result-Driven” = I set myself challenging goals and work hard to meet them. Successfully achieved a number of personal goals: upgrading problem solving skill and wining a swimming competition.

How do you define success in your job?

“By accomplishing goals, set by myself or others”.

“By making a worthwhile contribution to achieving company’s goals”.

“By adding value to the team and exceeds the manager’s expectations.”

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Why did you leave your job?

“I feel I have reached the ceiling in my current and I am eager for a new challenge”.

Why do you want to join our company?

“The job you are offering appeals to me because I will be dealing directly with diverse clients which will help me develop my customer-service skills”.

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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?

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?

Human Resources Management 12e Gary Dessler

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Figure 7-2 illustrates several examples of structured job knowledge, situational, background or behavioral interview questions.

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Suggested Questions for Interviewing Applicants

Why did you choose this line of work?

What did you enjoy most about your last job?

What did you like least about your last job?

What has been your greatest frustration or disappointment on your present job? Why?

Why should we be hiring you?

What do you expect from this employer?

What are three things you will not do in your next job?

What would your last supervisor say your three weaknesses are?

What are your major strengths?

How can your supervisor best help you obtain your goals?

How did your supervisor rate your job performance?

What are your career goals during the next 1–3 years? 5–10 years?

How will working for this company help you reach those goals?

What did you do the last time you received instructions with which you disagreed?

What are some things about which you and your supervisor disagreed? What did you do?

Which do you prefer, working alone or working with groups?

What motivated you to do better at your last job?

Do you consider your progress in that job representative of your ability? Why?

Do you have any questions about the duties of the job for which you have applied?

Can you perform the essential functions of the job for which you have applied?

Human Resources Management 12e Gary Dessler

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Figure 7-3 contains a sampling of technical questions to be asked in interviews.