chapter 4 structuring the interview. © 2009 the mcgraw-hill companies, inc. all rights reserved....

Chapter 4Structuring the

Interview

© 2009 The McGraw-Hill Companies, Inc. All rights reserved.

Chapter Summary

Opening the Interview The Body of the Interview Closing the Interview Summary


Opening the Interview

It takes two parties to launch an interview successfully.

Two-Step Process Establish rapport Orienting the other party

Rapport and orientation are often intermixed and reduce relational uncertainty.


Opening Techniques

State the Purpose – p. 79 Adapt the opening to each interviewee and situation

Summarize the Problem Know when to end the opening and move on The summary should inform – not spill into body

Explain How a Problem Was Discovered p80 Offer an Incentive or Reward ($5 beer drinking study) Request for Advice or Assistance (be sincere) Refer to the Known Position of the Interviewee (make sure you are

right?) Refer to the Person Who Sent You to the Interviewee p. 81 Refer to Your Organization Request a Specific Amount of Time (more than 5-10 min – appt.) Ask a question – avoid closed questions answered with - no Use a Combination p. 82 – make it a dialogue – involve interviewee


Nonverbal Communication in Openings

An effective opening depends upon how you look, act and say what you say.

First impressions – determine tone and flow Territoriality – knock – await response Appearance and Dress – contributes to first

impressions Touch – handshake

Sex and culture regulate nonverbal communication in openings


The Body of the Interview

Interview Guide An interview guide is a carefully structured outline

of topics and subtopics to be covered during an interview.

A guide ensures the consideration of all important topics and subtopics.

It assists in recording answers and recall at a later date.



Interview Guide Outline Sequences

Topical Time Space Cause-to-effect Problem-solution



Interview Schedules A nonscheduled interview is merely an

interview guide with no questions prepared in advance.

Unintentional interviewer bias is most likely to occur in a nonscheduled interview.



Interview Schedules A moderately scheduled interview contains all

major questions with possible probing questions under each.

A moderately scheduled interview lessens the dangers of instant question creation.



Interview Schedules A highly scheduled interview includes all

questions and the exact wording to be used with each interviewee.

Highly scheduled interviews sacrifice flexibility and adaptability for control.



Interview Schedules A highly scheduled standardized interview is

the most thoroughly planned and structured. All question and answer options are stated in

identical words to each interviewee. Highly scheduled standardized interviews are

necessary for precision, replicability, and reliability.



Interview Schedules Consider a strategic combination of schedule

types. Combined schedules enable interviewers to

satisfy multiple needs. Advantages and Disadvantages on Figure 4.1 on

page 90



Question Sequences Tunnel Sequence: A series of similar questions,

either open or closed. It works well with informal and simple interviews.

Funnel Sequence: Begins with a broad, open-ended question and proceeds with evermore restricted questions. It works well with motivated interviewees.



Question Sequences Inverted Funnel Sequence: Begins with a closed

question and proceeds toward open questions. It provides a warm-up time for those reluctant to talk.

Combination Sequences – hourglass sequence p. 92 bottom – Figure 4.5, open – closed – open

Diamond Sequence – Figure 4.6 – closed – open – closed (these combinations help with specific situations)



Question Sequences Quintamensional Design Sequence: Five-step

approach that proceeds from an interviewee’s awareness of the issue to attitudes uninfluenced by the interviewer, specific attitudes, reasons for these attitudes, and intensity of attitude. It is effective at assessing attitudes and beliefs and is often used in opinion polls. P. 93


Closing the Interview

Take your time and be tactful in what you say and do in the closing.

The closing often signals the continuation of a relationship.



Functions and Guidelines for Closings First, the closing signals the termination of the

interview but not the relationship. Second, the closing may express supportiveness

to enhance the relationship and bring the interview to a positive close.

Third, the closing may summarize the interview. A summary must accurately reflect the important elements of the interview.



Functions and Guidelines for Closings Be sincere and honest. Do not rush the closing. Do not introduce new topics or ideas during the closing. Leave the door open for future contacts. Avoid false closings when the interview is not really over. Avoid failed departures when you soon meet up again with

the party after having concluded the interview.



Closing Techniques Offer to answer questions. Use clearinghouse questions. Declare completion of the intended purpose. Make personal inquiries. Make professional inquiries. Signal that time is up.

Continued...



Closing Techniques Explain the reason for the closing Express appreciation or satisfaction Arrange for the next meeting Summarize the interview



Nonverbal Closing Actions Plan the closing just as you do the opening and

body of the interview. Combine effective verbal and nonverbal

techniques into effective closings.



Nonverbal Closing Actions Common Nonverbal Closing Actions

Straightening up in your seat. Leaning forward. Standing up or moving away from the other party. Uncrossing your legs. Placing your hands on your knees as if preparing to

rise.

Continued...



Nonverbal Closing Actions Common Nonverbal Closing Actions

Breaking eye contact. Offering to shake hands. Making hand movements. Smiling. Looking at a clock.


Summary

All three parts of each interview—opening, body, and closing—are vital to its success.

The opening influences how both parties perceive themselves and one another.

The body must be carefully structured with an appropriate sequence that guides the questions.

The closing not only brings the interview to an end, but it may summarize information.

Chapter 5The Probing

Interview


Chapter Summary

Preparing the Interview Selecting Interviewees and Interviewers Conducting the Interview Preparing the Report or Story The Interviewee in the

Probing Interview Summary


Preparing the Interview

Determining the Purpose

• Your purpose controls how you prepare and what you do in probing interviews.



Researching the Topic The Internet and databases are becoming

essential resources for interviews. Paying attention to omissions, dates, and interim

events may help to focus your purpose. Evidence of research impresses interviewees.



Structuring the Interview: Interview Guide Plan a structural sequence but remain flexible.

Who was involved? What happened? When did it happen? Where did it happen? How did it happen? Why did it happen?



Structuring the Interview: The Opening A solid opening is essential in motivating an

interviewee. Know what “off the record” means to both parties.



Structuring the Interview: Body A moderate schedule is a useful tool for long

interviews. The moderate schedule allows the flexibility to

delete questions and create new ones.



Structuring the Interview: Closing Abide by time limits. Involve the interviewee actively in the closing.


Selecting Interviewees and Interviewers

Selecting Interviewees: Level of Information• Make sure your interviewee possesses the

information you need.



Selecting Interviewees: Availability• Do not assume a potential interviewee is

unavailable; ask first.



Selecting Interviewees: Willingness Fear of what may be revealed in an interview

might make participants reluctant. Resort to arm-twisting as a last resort.



Selecting Interviewees: Ability Many potential interviewees are willing but unable to

participate for several reasons: Faulty memory. Poor health. State of shock. Inability to express or communicate ideas. Proneness to exaggeration or oversimplification. Unconscious repression or distortion of information. Biases or prejudices. Habitual lying.



Selecting Interviewers An interviewer should be:

Friendly Courteous Organized A keen observer A good listener Patient Persistent Skillful at asking probing questions



Selecting Interviewers: Status Status difference and similarity affect motivation,

freedom to respond, control, and rapport. Status is a critical criterion for some interviewees.



Relationship of Interviewer and Interviewee Be aware of the relational history of the parties. Be aware of perceived similarities and differences

of both parties.


Conducting the Interview

Motivating Interviewees Know what motivates each interviewee. Trust is essential for probing interviews.



Asking Questions: Ask Open-Ended Questions Use the number of questions necessary to get the

job done. Listening is as important as asking. Make the interviewee the star of the show. Be an active listener, not a passive sponge. Know what you are doing and why. Think before asking.



Note Taking and Tape Recording: Note Taking Weigh carefully the pros and cons of note taking

prior to the interview. Note taking should not threaten the interviewee.



Note Taking and Tape Recording: Tape Recording Three advantages of tape recording:

Enables you to relax and concentrate on the interviewee.

You can hear or watch what was said at a later time without having to rely on memory.

A recording may pick-up answers that may have been inaudible at the time.



Note Taking and Tape Recording: Tape Recording Three disadvantages of tape recording:

Tape recorders can malfunction or create technical interruptions.

Some people view recorders as an intrusion. Tapes provide permanent, undeniable records that

may threaten some interviewees.



Handling Difficult Situations A Sanitized versus a Real Setting

You may need to feel and experience before you can ask meaningful questions.

Use good sense and good judgment in probing interviews.

In unsanitized situations, prepare for human suffering and risks.



Handling Difficult Situations The Press Conference or Group Interview

The interviewee usually controls the press conference.

Your relationship with the interviewee is critical at a press conference.



Handling Difficult Situations The Broadcast Interview

Being familiar with the physical setting may avoid surprises.

Spontaneous questions generate spontaneous answers.



Handling Difficult Interviewees The seven common types of interviewees

are: Emotional Interviewees Hostile Interviewees Reticent Interviewees Talkative Interviewees Evasive Interviewees Confused Interviewees Dissimilar Interviewees


Preparing the Report or Story

Make it a habit to check all sources. Be honest, accurate, and fair in reporting

interview results.


The Interviewee and the Probing Interview

Doing Homework Get to know the interviewer as well as the

interviewer knows you. Who is the interviewer? Who does the person represent? How long will the interview take? What information does the person want? How will the information be used?



Understanding the Relationship Appreciate the impact of upward and downward

communication in interviews. Understand the relationship prior to the interview.



Awareness of the Situation Assess the many situational variables that will

impact the interview. Consider establishing ground rules such as time,

place, length, which topics are off-limits, and the identity of the interviewer.



Anticipating Questions Be as prepared to answer as the interviewer is

prepared to ask. Rehearsing possible questions and answers is a

common preparatory technique.



Listening to Questions Listen and think before answering Be patient. Focus attention on the question of the moment. Concentrate on both the interviewer and the

question. Do not dismiss a question too quickly as irrelevant

or stupid.



Answering Strategically Avoid defensiveness. Share control of the interview. Explain what you are doing and why. Take advantage of question pitfalls. Support your answers. Use analogies and metaphors to explain unknown

or complicated things. Organize long answers like mini-speeches.


Summary

The probing interview is the most common type of interview.

This chapter has presented guidelines for structured probing interviews that call for thorough preparation and flexibility.

Interviewees need not be passive participants.

Chapter 7The Recruiting

Interview


Chapter Summary

The Changing World of Work Preparing the Recruiting Effort Obtaining and Reviewing Information for

Applicants Structuring the Interview Conducting the Interview Evaluating the Interview Summary


The Changing World of Work

Brains are more important than brawn. The knowledge worker is now the prized

employee. Knowledge, information, technology,

medicine and data are now where work and competition are centered.

Finding, recruiting, interviewing, evaluating, and retaining quality employees are an organization’s biggest challenges.



Essential Applicant Skills1. Language and the accompanying culture

2. Problem-solving attitude

3. Computer competent

4. The ability to deal effectively with numbers

5. Strong interpersonal skills

Continued…



Essential Applicant Skills 6. Global and diverse perspective

7. Willingness to learn new skills and ideas

8. Ability to deal effectively with change and job ambiguity

9. Customer and quality oriented

10. Team player and group leader



• Where to Find Good Applicants Internet Options Career catalogue department at large bookstores College placement services Ethnic organizations Job fairs Downsizing or merging organizations Personal associates and friends Professional societies


Preparing the Recruiting Effort

Reviewing EEO Laws EEO Laws to Know

Know both state and federal laws Federal EEO laws pertain to all organizations that:

Deal with the federal government Have more than fifteen employees

Have more than $50,000 in government contracts Engage in interstate commerce

Continued...



Reviewing EEO Laws EEO Laws to Know

State laws may be more stringent than federal laws. Unintentional violations are still violations. EEO laws apply to applicants who are not “minorities”

or women.



Reviewing EEO Laws Compliance with EEO Laws

Bona fide occupational qualifications (BFOQs) are the keys to nondiscriminatory hiring.

EEO violations are easy to avoid. Focus on the positive, not the negative. Treat applicants as you would want to be treated.



Reviewing EEO Laws Keep Up-to-Date

Current information on EEO laws is essential. Accepting or keeping unlawful information create

liability for the company even if the information was not requested.



Developing an Applicant Profile The profile must be a composite of BFOQs. The profile is the ideal by which all applicants are

measured. Is past performance the best predictor of future

performance? Can non-dominant group applicants match your

profile?



Assessing What Applicants Want What Do Applicants Desire in a Position and

Career? Applicants are increasingly information driven. Applicants may not look or dress like you; live with it.

What Do Applicants Desire in an Interviewer? The recruiter is the organization in the applicant’s

eyes. Select recruiters with applicant characteristics in mind.


Obtaining and Reviewing Information on Applicants

Application Forms Resumes Cover Letters Letters of Recommendation & References Tests

Basic skills tests Personality tests Honesty tests

Many sources have criticized the use and validity of honesty tests.

Probing deeply into answers is essential in assessing honesty.


Obtaining and Reviewing Information on Applicants

Benefits of Previewing Applicants

• Doing your homework leads to more effective interviews.


Structuring the Interview

The Opening Establishing Rapport Orientation The Opening Question



The Body of the Interview Unstructured interviews do not recruit top

quality applicants. Highly structured interviews are more reliable

but less flexible and adaptable. Moderately structured interviews are used by

the majority of recruiters. In all cases, get the applicant talking as quickly as

possible.



Closing the Interview The closing must sustain the positive tone of the

interview. Do not encourage or discourage applicants

needlessly. Make decisions and notify all applicants as soon

as possible.



Nontraditional Interviewing Approaches Applicants and recruiters prefer the traditional

one-on-one interview. Stifle any signs of competition in seminar

interviews.



Asking Questions Keep your questions open-ended. Applicants give longer answers to open-ended

questions.



Common Question Pitfalls Be on guard for pitfalls in primary and secondary

questions. Evaluative responses will lead to safe, superficial

answers. Do not ask unlawful questions. Do not ask for information that you already have.



Traditional Questions Interest in the Organization Work-related (general) Work-related (specific) Teams and Team Work Education and Training Career Paths and Goals Performance Salary and Benefits Career Field



Non-Traditional Questions Past Experiences Critical Incidents Hypothetical Situations A Case Approach



Giving Information Information is the primary interest of applicants. Minimize “you” in the interview. Rule # 1: Keep your ears open and your mouth

shut.


Evaluating the Interview

Record your impressions and reactions immediately.

Assess the performance of both interview parties.


Evaluating the Interview


Summary

The recruiting interview can be an effective means of selecting employees, but it takes preparation that includes becoming familiar with state and federal EEO laws, developing an applicant profile, obtaining and reviewing information on applicants, and developing a carefully structure interview.

When the interview is concluded, conduct evaluations of the applicant and yourself.

chapter 4 structuring the interview. © 2009 the mcgraw-hill companies, inc. all rights reserved....

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interview slide

nonscheduled interview

interview summary slide

moderately scheduled

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openings slide