Basic features of interviews

Interview

An interview is a procedure designed to obtain information from a

person through oral responses to oral inquiries; a selection interview which we’ll focus
on in this chapter is a selection, procedure designed to predict future job performance on
the basis of applications oral responses to oral inquiries.

Types of interviews

Unstructured interview

An unstructured conversional style interview in which the

interview persues points of interests as they come up in response to questions

Structured interview

An interview following a of set of sequence of questions

Situational interview

A series of job related questions that focus on how the candidate

would behave in a given situation

Behavioral interview
A series of job related questions that focus on how candidate
Reacted to actual situation in the past

Job-related interview

A series of job related questions that focus on relevant past

job related behaviors.

Administering the interview

Unstructured sequential interview

An interview in which each interviewer forms an independent

opinion after asking different questions

structured sequential interview

an interview in which the applicant is interviewed sequentially by

several persons
Panel interview

An interview in which the group of interviews questions the

applicants

Mass interview

A panel interview several candidates simultaneously

Designing and conducting the effective interview

A series of job related questions that focus on how the candidate

would behave in a given situation

steps involved in designing and conducting the interview

step : 1job analysis

write a job description with a list of job duties required knowledge,
skills, abilities and qualifications

step : 2 rate the job main duties

identify and clearify the job main duties

step : 3 create interview questions

create interview questions that are based on actual job duties

step : 4 create benchmark answers

next, for each question, develop several descriptive answers and a

five point rating scale for each.

Step : 5 appoint the interview panel and conduct interview

Companies generally conduct structured situational interview

Orienting employees

Employee orientation
A procedure for providing new employees with basic background
information about the firm.

The training process

Training
The process of teaching new employees the basic skills they need
to perform their jobs

Performance management
The process employers use to make sure employees are working
toward organizational goals.

The five step training and development process

Training program consist of five steps

Needs analysis step;

Identify the specific job performance skills needs, assesses the
prospective trainees skills and develop specific, measurable knowledge and performance
objectives based on any deficiencies.

Instructional design
You decide on, compile, and produce the training programe
content, including workbooks, exercises, and activities.
Validation step
In which the bugs are work out of the training programe by
presenting it to a small representative audience.

Implement the program

Actual training the targeted employee group.

An evaluation step
In which management assesses the program success or failure.

Training methods
On-the-job training
Training a person to learn a job while working on it.

Steps of (OJT)
1. Step: prepare the leaner
2. step : present the operation
3. step : do a try out
4. step : follow up

Apprenticeship training
A structured process by which people become skilled workers
through a combination of classroom instruction and on the job training.
Informal learning
Employees should not underestimate the importance or value of
informal training. Surveys from the American society for training development estimate
That as much as 80% of what employees learn on the job.

Job instruction training (JIT)

Listing each job basic task along with key points. In order to
provide step by step training for employees.

Lectures:

Lecturing has several advantages. It is a quick and simple way to

provide knowledge to large group of trainees, as when the sales force need to learn the
specific features of new product.
• Give your listeners signals to help them follow your ideas.
• Don’t start out on the wrong foot.
• Keep your conclusion short.
• Watch body language for negative signals like fidgeting and cross arms.
• At least look at each section of the audience during your presentation.
• Break a long talk into a series of five minute talks.
• Practices if possible.

Programmed learning
A systematic method for teaching job skills involving presenting
questions or facts, allowing the person to respond, and giving the learner immediate
feedback on the accuracy of his or her answers.

Simulated training
Training employees on special of the job equipment.
Managerial – on – the job training
Job rotation
A management training technique that involves moving a trainee
from department to department

Action learning
A training by which management trainees are allowed to work full
time analyzing and solving problems in other departments

Off – the job management training and development

techniques
The case study method
A development method in which the manager is presented with a
written description of an organizational problem to diagnose and solve.

Management game
A development technique in which teams of managers complete by
making computerized decisions regarding realistic but simulated situations

Role playing
A training technique in which trainees act out part in a realistic
management situation.

In – house development center

A company based method for exposing prospective managers to
realistic exercises to develop improved management skills.
Basic concept of performance appraisal and
performance management
Performance appraisal
Evaluating an employees current or past performance relative to
his\ her performance standards

Performance management
A process that consolidates goal setting, performance appraisal and
development into a single, common system.

Defining the employees goals

Some of the employees goals are given below

• Assign specific goals

• Assign measurable goals
• Assign challenging but doable goals
• Encourage participation

Steps in appraising performance

Graphic rating scale method
A scale that lists a number of trains and a range of performance for
each.the employee is then rated by identified the score that the best describes his or her
level of performance for each trait.
Alternation ranking method
Ranking employees from best to worst on a particular trait.
Choosing highest, than lowest, until all are ranked.

Paired comparison method

Ranking employees by making a chart of all possible pairs of the
employees for each trait and indicating which is the batter employee of the pair

Forced distribution method

Similer to grading on a curve predetermined %ages of rates are
placed in various performance categories

Critical incident method

Keeping a record of uncommonly good\undesirable examples of an

employees work related behavior and reviewing it with the employee at predetermined
times