dessler ch7 new

7/31/2019 Dessler Ch7 New

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Interviewing CandidatesInterviewing Candidates


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Types of InterviewsTypes of Interviews

Selection Interview

Appraisal Interview

Exit Interview

Types ofInterviews


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Basic Features of InterviewsBasic Features of Interviews

Interview

Structure

Interview

Administration

Selection

Interviews

Interview

Content


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Interview FormatsInterview Formats

Unstructured

or

NondirectiveInterview

Interview

Formats

Structured

or

DirectiveInterview


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Interview ContentInterview Content

Situational

Interview

Stress

Interview

Behavioral

Interview

Job-Related

Interview

Types of

Questions


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Administering the InterviewAdministering the Interview

UnstructuredSequential

Interview

Structured

Sequential

Interview

Panel

Interview

Mass

Interview

Phone and Video

Interviews

Computerized

Interviews

Web-Assisted

Interviews

Ways in Which

Interviews Can

Be Conducted


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What Can Undermine An Interviews Usefulness?What Can Undermine An Interviews Usefulness?

Nonverbal Behavior

and Impression

Management

Applicants Personal

Characteristics

Interviewer

Behavior

FactorsAffecting

Interviews

First Impressions

(Snap Judgments)

InterviewersMisunderstanding of

the Job

Candidate-Order

(Contrast) Error and

Pressure to Hire


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Designing and Conducting An EffectiveDesigning and Conducting An Effective

InterviewInterview

The Structured Situational InterviewThe Structured Situational Interview

Use either situational questions or behavioralUse either situational questions or behavioral

questions that yield high criteria-related validities.questions that yield high criteria-related validities.

Step 1:Step 1: Job AnalysisJob Analysis

Step 2:Step 2: Rate the Jobs Main DutiesRate the Jobs Main Duties

Step 3:Step 3: Create Interview QuestionsCreate Interview Questions

Step 4:Step 4: Create Benchmark AnswersCreate Benchmark Answers

Step 5:Step 5: Appoint the Interview Panel and ConductAppoint the Interview Panel and Conduct

InterviewsInterviews


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How to Conduct a More Effective InterviewHow to Conduct a More Effective Interview

1

2

3

4

5

Suggestions

Prepare for the Interview

Structure Your Interview

Establish Rapport

Ask Questions

Close the Interview

6 Review the Interview


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Effective InterviewsEffective Interviews

Structure the Interview:Structure the Interview:

1.1. Base questions onBase questions on actual job dutiesactual job duties..

2.2. UseUsejob knowledge, situational or behavioral questions,job knowledge, situational or behavioral questions, andand

objective criteria to evaluate interviewees responses.objective criteria to evaluate interviewees responses.

3.3. Train interviewers.Train interviewers.

4.4. Use the same questions with all candidatesUse the same questions with all candidates..

5.5. UseUse descriptive rating scalesdescriptive rating scales (excellent, fair, poor) to rate(excellent, fair, poor) to rate

answers.answers.

6.6. UseUse multiple interviewersmultiple interviewers or panel interviews.or panel interviews.

7.7. If possible, use aIf possible, use a standardized interview formstandardized interview form..8.8. Take controlTake controlof the interview.of the interview.

9.9. TakeTake brief, unobtrusive notesbrief, unobtrusive notes during the interview.during the interview.


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FIGURE 72 Examples of Questions That Provide Structure

Note: These questions provide structure, insofar as they are job-related and the employer can be consistent in asking them of all candidates.

Source: Michael Campion, David Palmer, and James Campion, A Review of Structure in the Selection Interview, Personnel Psychology(1997), p. 668.

Situational Questions

1. Suppose a co-worker was not following standard work procedures. The co-worker was more

experienced than you and claimed the new procedure was better. Would you use the newprocedure?

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 co-worker?

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?

Reprinted by permission ofWileyBlackwell.


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FIGURE 73 Suggested Supplementary Questions for Interviewing Applicants

1. How did you choose this line of work?

2. What did you enjoy most about your last job?

3. What did you like least about your last job?

4. What has been your greatest frustration or disappointment on your present job? Why?5. What are some of the pluses and minuses of your last job?

6. What were the circumstances surrounding your leaving your last job?

7. Did you give notice?

8. Why should we be hiring you?

9. What do you expect from this employer?

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

11. What would your last supervisor say your three weaknesses are?12. What are your major strengths?

13. How can your supervisor best help you obtain your goals?

14. How did your supervisor rate your job performance?

15. In what ways would you change your last supervisor?

16. What are your career goals during the next 13 years? 510 years?

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

18. What did you do the last time you received instructions with which you disagreed?19. What are some things about which you and your supervisor disagreed? What did you do?

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

21. What motivated you to do better at your last job?

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

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

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

Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports, Inc. 141 Mill Rock Road East, Old Saybrook, CT 2004.


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FIGURE 74

Interview

Evaluation

Form

Source: Reprinted from www.HR.BLR.com

with permission of the publisher Business

and Legal Reports Inc. 141 Mill Rock Road

East, Old Saybrook, CT 2004.


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FIGURE 7A1 Interview Questions to Ask

1. What is the first problem that needs the attention of the person you hire?

2. What other problems need attention now?

3. What has been done about any of these to date?

4. How has this job been performed in the past?5. Why is it now vacant?

6. Do you have a written job description for this position?

7. What are its major responsibilities?

8. What authority would I have? How would you define its scope?

9. What are the companys five-year sales and profit projections?

10. What needs to be done to reach these projections?

11. What are the companys major strengths and weaknesses?12. What are its strengths and weaknesses in production?

13. What are its strengths and weaknesses in its products or its competitive position?

14. Whom do you identify as your major competitors?

15. What are their strengths and weaknesses?

16. How do you view the future for your industry?

17. Do you have any plans for new products or acquisitions?

18. Might this company be sold or acquired?

19. What is the companys current financial strength?

20. What can you tell me about the individual to whom I would report?

21. What can you tell me about other persons in key positions?

22. What can you tell me about the subordinates I would have?

23. How would you define your management philosophy?

24. Are employees afforded an opportunity for continuing education?

25. What are you looking for in the person who will fill this job?Source: H. Lee Rust, Job Search: The Complete Manual for Job Seekers, 1991 H. Lee Rust. Published by AMACOM, division of American Management Assn. Intl., New York, NY.

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