Professional Documents
Culture Documents
Inc.
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Chapter 6
Interviewing Candidates
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Outline of Chapter 6
Basic features of interviews
Types of interviews
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Outline of Chapter 6
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Outline of Chapter 6
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Outline of Chapter 6
High-performance insight
Summary
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Page 160
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Page 160
De
fi
nit
i
on
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Interview 101
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Selection
Interviews
The content
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Applicant In
terview Guid
e
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Content
Interview content
Situational
Behavioral
Job related
Stress
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Content
Page 165
Interview Content: Types of Questions W can also classify interviews based on the content or focus of their questions. For example, in a situational
interview, you ask the candidate what his or her behavior would be in a given situation.
Whereas situational interviews ask interviewees to describe how they would react to a hypothetical situation today or tomorrow, behavioral interviews ask
interviewees to describe how they reacted to actual situations in the past.
Interviews like these can produce a lot of tension. Its pretty intense, said one applicant for a consultants job with Accenture, the consulting firm, You
can pretty much fake one or two answers, but the third time they come back to it you pretty much cant. Youre pulling from real life, and youre nervous.
In a job-related interview, the interviewer tries to deduce what the applicants on-the-job performance will be based on his or her answers to questions
about past behaviors. The questions here dont revolve around hypothetical situations or scenarios. Instead, the interviewer asks job-related questions
(such as, Which courses did you like best in business school?) in order to draw conclusions about, say, the candidates ability to handle the financial
aspects of the job to be filled.
In a stress interview, the interviewer seeks to make the applicant uncomfortable with occasionally rude questions. The aim is supposedly to spot sensitive
applicants and those with low or high stress tolerance.
Instructors note:
Consider asking for a volunteer to interview in front of the rest of the class (they can stay in their desk.) It is usually a good idea to select a student who is
a bit older who has had several job interviews or different jobs. A good question is generally behaviorally based such as, Describe a situation where you
received criticism about the work you did, either from a boss, customer, co-worker or even a subordinate. Tell me about all the details of the situation and
describe exactly what you did about it. Compare their answer to another question, How do you handle criticism?
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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
Page 166
Recruiters for technical, finance, and occasionally other types of jobs like to use them to see how candidates think under pressure.
(Answer: Mike had $20.50, Todd $.50).
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Interview Administration
How administered
Personal
Unstructured sequential
Structured sequential
Panel
Mass
Computerized
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Interview Administration
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Personal Interviews Most interviews are one on one: Two people meet alone, and one interviews the other by seeking oral responses to
oral inquiries. Most interview processes are also sequential. In a sequential interview, several persons interview the applicant, in sequence,
before a decision is made. In an unstructured sequential interview, each interviewer may ask different questions and form an
independent opinion. In a structured sequential interview, each interviewer rates the candidates on a standard evaluation form. The
hiring manager then reviews and compares the evaluations before deciding who to hire.
In a panel interview, a group (or panel) of interviewers questions the candidate together. This has several advantages. In sequential
interviews, candidates may cover the same ground over and over again with each interviewer. The panel format lets interviewers ask
follow-up questions based on the candidates answers, much as reports do in press conferences. This may elicit more meaningful
responses than are normally produced by a series of one-on-one interviews.
Instructors note:
Ask students how to best handle a panel interview during a lunch or dinner meeting. (Some answers: Eat before you go since you cannot
really expect to do much eating while answering questions; do not eat anything messy such as spaghetti or soup; do not drink any
alcoholic beverages even if others do.)
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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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Computerized Interviews
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Today, its often computers, not people, that administer the interview. A computerized selection interview is one in which a job candidates oral and/or
computerized responses are obtained in response to computerized oral, visual, or written questions and/or situations. Most present the applicant with a
series of specific questions regarding his or her background, experience, education, skills, knowledge, and work attitudes that relate to the job for which
the person has applied.
Typical computerized interviews present questions in a multiple-choice format, one at a time; the applicant is expected to respond to the questions on the
screen by pressing a key.
Questions on a computerized interview come in rapid sequence and require the applicant to concentrate.
Computer-aided interviews are generally used to reject unacceptable candidates and to select those who will move on to face-to-face interviews.
Computer-aided interviews can be advantageous. Systems like those at Picn Pay and Great Western Bank of California reduce the amount of time
managers devote to interviewing what often turn out to be unacceptable candidates.
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First Impressions
One of the most consistent findings is that interviewers tend to jump to conclusions make snap judgmentsabout candidates during the first few
minutes ofthe interview (or even before the interview starts, based on test scores or rsum data). One researcher estimates that in 85% of the cases,
interviewers had made up their minds before the interview began, based on first impressions gleaned from candidates application forms and
personal appearance.
Misunderstanding the Job Its also important to know what youre looking for in an ideal candidate. Interviewers who dont know precisely what the job
entails and what sort of candidate is best suited for it usually make their decisions based on incorrect stereotypes of what a good applicant is. They
then erroneously match interviewees with their incorrect stereotypes.
Candidate-Order (Contrast) Error and Pressure to Hire
Candidate-order (or contrast) error means that the order in which you see applicants affects how you rate them. In one study, managers had to evaluate a
candidate who was just average after first evaluating several unfavorable candidates. They scored the average candidate more favorably than
they might otherwise have done since, in contrast to the unfavorable candidates, the average one looked better than he actually was.
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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?
Instructors notes:
You can utilize this slide to generate some good classroom discussion. These are the end-of-the-chapter discussion questions on Page 180.
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Effect of Personal
Characteristics
Attractiveness
Gender
Race
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Effect of Personal
Characteristics
Page 171-172
Interviewers also have to guard against letting an applicants attractiveness and gender play a role. In general. individuals ascribe more favorable traits
and more successful life outcomes to attractive people.
Race can also play a role, depending on how you conduct the interview.
An employers best strategy is to be actively nondiscriminatory. However, a prudent employer will also take steps in planning the interview process and
conducting the actual interviews to ensure that its interviewers avoid tester claims.
Strategies for employers:
1. Caution interviewers that testers may be posing as applicants.
2. Train interviewers to make careful notes during and after the interview. Substantiate differences among applicants, and record responses to questions
and other items of interest not on the applicants rsum or application.
3. Have applicants execute a statement acknowledging that they are applying for the job out of a sincere interest in the job and for no other purpose.
Signing that and later returning with a claim as a tester could constitute evidence of deceit if theres a lawsuit.
4. Remember that testers often enter the employment process with phony rsums and fabricated qualifications, so carefully checking references is
important.
Interviewer Behavior
The interviewers behavior also has an effect. For example, some interviewers inadvertently telegraph the expected answers,57 as in:
This job calls for handling a lot of stress. You can do that, cant you?
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The interview should take place in a private room where telephone calls are not accepted and you can minimize interruptions.
Prior to the interview, review the candidates application and rsum, and note any areas that are vague or that may indicate strengths or weaknesses.
Remember, its essential that you know the duties of the job, and the specific skills and traits you should be looking for. Most interviews probably fail to
unearth the best candidate because the interviewer is unprepared, or overconfident, or just
plain lazy.
Prepare for the Interview
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Establish Rapport
& Ask Questions
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Establish Rapport The main reason for the interview is to find out about the applicant. To do this, you need to put the person at ease.
Ask Questions Follow your list of questions.
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Close and
Review
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Close the Interview Leave time to answer any questions the candidate may have and, if appropriate, to advocate your firm to the candidate.
Review the Interview Once the candidate leaves, and while the interview is fresh in your mind, review your notes and fill in the structured interview
guide (if you used one and if you did not fill it in during the interview).
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How to Be a Good
Interviewee
+ Be prepared by learning about the company, the job and the
recruiters
+ Uncover the interviewers real needs and relate to those needs
+ Pause, think, then speak
+ Nonverbal behavior important
+ Make a good 1st impression, be enthusiastic
Chapter 6 Appendix
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Streamlining Interviews
Interviewer must get questions around these four factors
answered
Knowledge and experience
Motivation
Intellect
Personality
Page 177
Prescriptions like know the job, know the skills and experiences youre looking for, and ask questions that focus on the
skills an ideal candidate needs are easier said than done. Many firms (especially small, fast-moving entrepreneurial ones)
often dont have the time or inclination to create structured situational interviews.
Even a busy entrepreneur can spell out the kind of person who would be best for the job. One quick way to do so is to focus
on four basic types of behaviorsknowledge and experience, motivation, intellectual capacity, and 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
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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Questions on
the 4 Factors
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What are the critical personality qualities needed for success on the job (ability to withstand boredom, decisiveness,
stability, and so on)? 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? (Personality)
Intellectual factor. Here, assess such things as complexity of tasks the person has performed, grades in school, test
results (including scholastic aptitude tests, and so on), and how the person organizes his or her thoughts and
communicates.
Motivation factor. Probe such areas as: the persons likes and dislikes (for each thing done, what he or she liked or disliked
about it); aspirations (including the validity of each goal in terms of the persons reasoning about why he or she chose it);
and energy level, perhaps by asking what he or she does on, say, a typical Tuesday.
Personality factor. Probe by looking for self-defeating behaviors (aggressiveness, compulsive fidgeting, and so on) and by
exploring the persons past interpersonal relationships.
Ask questions about the persons past interactions (working in a group at school, working with fraternity brothers or
sorority sisters, leading the work team on the last job, and so on). Also, try to judge the persons behavior in the interview
itselfis the candidate personable? Shy? Outgoing?
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College experiences
Work experiencessummer, part time, full time (one by one)
Goals and ambitions
Reactions to the job for which you are interviewing
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Conducting the Interview
Have a plan and follow it. You should also devise and use a plan to guide the interview. Follow your plan. Perhaps start with an open-ended question
for each topic, such as Could you tell me about what you did when you were in high school? Keep in mind that you are trying to elicit information
about four main traitsintelligence, motivation, personality, and knowledge and experience.
Match the Candidate to the Job
After following the interview plan and probing for the four factors, you should be able to summarize the candidates general strengths and limitations
and to draw conclusions about the persons intellectual capacity, knowledge and experience, motivation, and personality.
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+ Military experiences
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After following the interview plan and probing for the four factors, you should be able to summarize the candidates
general strengths and limitations and to draw conclusions about the persons intellectual capacity, knowledge and
experience, motivation, and personality. You should then compare your conclusions to both the job description and the list
of behavioral specifications developed earlier. This should provide a rational basis for matching the candidate to the job
one based on an analysis of the traits and aptitudes actually required.
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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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Puzzle questions
Interview administration
Computerized interviews
Are interviews useful?
What can undermine success in an interview?
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