interviewing mana 4328 dennis c. veit [email protected]
TRANSCRIPT
Types of Interviews
Unstructured (traditional) interviews Structured interviews
Situational (Job specific situations) Behavioral / experience (non-Job specific situations) Job-related (Job-knowledge)
Stress Interview Screening Interview - Weed out Committee Approach Lunch Interview
Interview Purposes
1. Evaluate ability to perform the job.
2. Evaluate “fit” with the job.
3. Provide a realistic job preview.
4. Sell the job.
5. Gather any additional info needed.
Proper Use of the Interview – The success of an interview will depend on how well the interviewer is prepared.
Before the interview:
You should have available to you Updated Job Description Copy of Applicants resume (Marked up with your
notes) Application Overview of “What you don’t know) Specific questions for the applicant Questions prepared to gain the insight you need
Interviewer’s Responsibility
1. Compare data –
2. Probe Job History
3. Probe Career Knowledge
4. Employee Education
5. Personal Accomplishments
6. Awards
7. Observational Information
Interviewer’s Responsibility is to gain: __________
Structured Interviewing
USED TO IMPROVE RELIABILTY AND VALIDITY OF INTERVIEWS
Ask all candidates the same questions. Use a formal rating system. Use situational / behavioral / job-related questions. Don’t be swayed by body language, how someone
speaks or how they dress -- unless it matters. Practice.
Developing a Structured Interview
1. Conduct a job analysis
2. Categorize KSA’s (selection requirements then prioritize)
3. Decide which KSA’s best covered in interview
4. Develop situation / behavior / job related questions Interview job incumbents for critical incidents and behaviors Write the questions and rating scales Validate the questions and rating scales
5. Train interviewers
6. Validate interview process
Planning the Interview:
Know where you are going to hold interview Know topics of discussion and what you need to
know from the interview No questions unrelated to job requirements Know your time constraints How are you going to end the interview?
Physical Setting of interview:
Desk location Angle of applicant and interviewer Have all documents available Know your questions ahead of time Remember you are representing the Company at all
times
Starting the Interview
Build rapport Line out the interview steps Build all questions ahead of time and ensure they
are “lead questions”. Know your questions ahead of time Open the interview with a “Benefit Statement”
Which of the following would be a good lead question? “I would like to begin the interview by discussing your early
development and then progress on to your educational years, your work experience, and then conclude with a discussion of your current accomplishments you’ve made”
“I would like to begin the interview by discussing the early years of your career. I’ll be interested in the things that influenced you the most and their overall effect on you.”
“ I’d like to begin the interview today discussing some of the points you outlined on your resume and what you did to accomplish them”.
Discrimination Found
All interviewers were white / male No structured written interview format No objective criteria for employment decisions Questions unrelated to job requirements No scoring standards Discriminatory questions
If the question is not job related then DON’T ASK!
Situational Questions
Use critical incidents that have actually occurred and are examples of particularly good or poor job performance.
Situations determined by job incumbents or experts.
Best for KSA’s related to: Good citizenship / teamwork Personal relations / communication
Include behavioral dimensions for scoring.
Situational Questions
Your spouse and teenage children are sick in bed with colds. There are no relatives or friends available to look in on them. Your shift starts in three hours. What would you do in this situation?
1 Low – I’d stay home, my family comes first.3 Average – I’d phone my supervisor and explain my situation.5 High – Since they only have colds I would come to work.
A customer comes into the store to pick up a watch he left for repair. The repair was supposed to have been completed a week ago, but the watch is not back yet from the shop. The customer is angry. How would you handle the situation?
1 Low – Tell the customer the watch is not back yet and to come back later.2 Average – Apologize, tell him that you will check on the problem and call later.3 High – Put the customer at ease and call the repair shop while he waits.
Behavior / Experience-Based Questions
It is often necessary to work together as a group to accomplish a task. Can you tell me about the most recent experience you had working as part of a group? What was the task? How many people in the group? What difficulties arose working with the group? What role did you play in resolving those differences? How successful was the group in completing its task?
Should not require that applicant has actually done the job.
Job-Related Questions
Use information from job task analysis Identify and rate critical job tasks Identify and rate critical KSA’s Choose selection measures appropriate for KSA’s
Job-related questions best for job knowledge KSA’s.
Job-Related: Maintenance Supervisor
KSA: Verbal ability to give work instructions to laborers regarding construction and repair.
1. What instructions would you give a work crew who was about to string a 220-volt electric cable in a building under construction?
2. Two laborers with limited experience ask about the procedures for repairing a brick wall. What instructions do you give them regarding equipment and how they should operate it?
3. You will use eight summer employee to repaint an office building. What instructions do you give them about general and specific painting procedures?
Apply a scoring format.
Interview Questions
Closed ended Did you ever lead a team that was successful? Tell me how you were rated as a manager?
Open ended: Explain how you made those numbers? What did you do to earn those ratings?
Echo/Reflective: Framed Silenced/Pause
Worst Interview Questions
Tell me about yourself…
Where do you see yourself in twenty years?
What are your greatest strengths / weaknesses?
What would you do if money did not matter?
Conducting a Good Interview
Be prepared. Look over the resume. Know what questions you want to ask in
advance. Keep appropriate notes. Remember - the interview is about recruiting. Put the candidate at ease – establish rapport. Ask open questions so candidates can expand on
their own capabilities. Use silence judiciously.
Common Interviewer Bias
Similar-to-me error Halo / Horns bias First impression bias Contrast errors Stereotyping
Common Interviewer Mistakes
Talking excessively Asking inconsistent questions Poor follow-up question Asking questions unrelated to the job Unable to put interviewee at ease Overconfidence in ability to judge candidates Stereotyping
Prohibited Questions
Don’t ask applicants if they have children, plan to have children, or what child-care arrangements they have made.
Don’t ask an applicants age.Don’t ask whether or not the candidate has a physical or mental disability
that would interfere with doing the job. Don’t ask for such identifying characteristics as height or weight on an
application.Don’t ask a female candidate for her maiden name.Don’t ask applicants about their citizenship.Don’t ask applicants about their arrest records.Don’t ask if a candidate smokes.Don’t ask a job candidate if he or she has AIDS or is HIV-positive.
Structured Interviewing
How to set up questions:
Past behavior??? Know what behavioral responses are Look for specific answers Look for theoretical answers
Structured Interviewing
You get what you ask for?
Be specific with questions
See Table 7.1 in book
Guidelines for Employment Interviews
TEN GROUND ROULES FOR
INTERVIEWING:
Establish an interview plan Establish and maintain rapport Be an active listener Pay attention to non-verbal clues Provide information as freely and honestly as
possible
Guidelines for Employment Interviews
TEN GROUND ROULES FOR
INTERVIEWING (Cont.):
Use questions effectively Separate facts from inferences Recognize biases and stereotypes Control the course of the interview Standardize you questions asked
Candidates’ Physical Attributes
Influence Levels: None Slight Strong Grooming 6% 21% 73% Nontraditional attire 13 38 49 Handshake 22 45 33 Body Piercing 26 43 31 Obvious tattoos 25 46 29 Nontraditional hair color 26 46 28 Unusual hairstyle 30 49 21 Earring (male) 54 34 12 Beard 73 22 5 Mustache 83 16 1
Structured Interviewing
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