InterviewingChapter 6 and 7,

ADLER#11 and #12 from

KU’s course outline

M.Yaseen

Layout• Characteristics• Types (briefly)

• Planning the interview• Conducting the interview

• Types– Informative– Selection– Performance appraisal

CharacteristicsFace-to-face conversationPurposefulStructured

Major phasesQuestion and answer formatPer-determined goal

Element of controlBipolarinterviewee does most of the talking (70-

30)

Types of interviews• Information-seeking• Information-giving• Persuasive• Selection• Problem-solving• Appraisal• Correcting or counseling• Exit• Grievance

Planning the Interview1. Define the objective2. Analyze the other party3. Prepare a list of topics4. Choose the best interview structure5. Consider possible questions6. Arrange the setting

PLANNING THE INTERVIEW

Define the Objective• General goal – specific objectives– Example: surly manner of a desk clerk• Reprimand or counsel or teach

– Example: to sell• Single order or long-term relationship

– Example: grievance interview• Acknowledge past concerns or make specific changes

• Interviewer’s objectives, interviewee’s objective

See page 158 for more examples

Analyze the Other Party1. The other’s concept of self

– Interviewer – ego gratification, authority– Interviewee – insecure, confident

2. The other’s knowledge level– Affects questions you ask, answers you give

3. The other’s image of you– Employee wants to discuss problem constructively =

complain– Knowledgeable applicant nervous, ill-prepared = un-

informed

4. The other’s attitude – sources of info:a. What people say (know career history, education)b. What the person says (their past statements)c. What you observe (dressing, formality, meetings, memos)

Prepare a List of TopicsTopics to cover in order to meet objective(s)Example:

ObjectiveTo have interviewer view me as a bright, ambitious,

articulate person who knows about and can serve the company’s needs

List of topics1.Discuss my short-term and long-term career goals2.Answer all questions completely and in an organized

way3.Share my knowledge of company’s products and

financial condition

Choose the Best Interview Structure

Highly scheduled interviewStandardized list of questionsUsed in market research, opinion polls, and

attitude surveysClosed-ended questions, limited range of

answersConvenientLess-skilled interviewer

Non-structured interviewTopical agenda without specific questionsConsiderable flexibilityConversation flows in most productive

directionIf interviewer is unskilled

Trouble keeping track of timeFocus too much on one area, ignoring anotherBecome pre-occupied planning upcoming questions

Difficult to objectively compare interviews

Moderately scheduled interviewInterviewer prepares list of topics to be

coveredLists several major questions and follow-up

probesUse or adapt as circumstances warrant

Consider Possible Questions(By now you have purpose, agenda and format)Depth of qs.Open versus Closed qs.

Depends on information req’d, skill of i-er/i-ee, timeFactual versus Opinion qs.Primary and Secondary qs.

S. = previous ans. is incomplete, superficial or vague, irrelevant, inaccurate (see pg 163)

Direct and Indirect qs. willingness, ability… non-verbal behavior

Hypothetical qs. beliefs and attitudes

Leading and Loaded qs. (see page 166)

Arrange the SettingTime Place

LocationPhysical arrangementdistance

CONDUCTING THE INTERVIEW

OpeningGreeting and building rapport

Mutual friend or acquaintance Shared interests Job-related topic Current events

Orientation Verification of both parties’ names if necessary Reason for the interview What information is needed and how it will be used Approximate length of the interview

Motivation (to cooperate) Recognition Self-interest Altruism

BodyResponsibilities of the interviewer

Control and focus the conversationListen activelyProbe for important information

Repeat, elaboration, clarification, paraphrasing

The interviewee’s roleGive clear detailed answersCorrect any misunderstandings (restating)

Cover your own agenda

ClosingReview and clarify

Declaratively A question

Establish future actions

Conclude with pleasantries page 145

Express appreciationExpress concernMention future interaction

Information Gathering Interview

Types of Information Gathering I.JournalisticSurvey

Establish a solid base of infoDraw conclusions, Make interpretationsDecide future course of action

DiagnosticUnderstand and treat a problem

Research

Planning & Conducting Research I.Collect background information

Pre-interview research, understand topic better

Define interview goals and questionsPurposeTopics page 149

Choose the right interviewee

Selection Interview

Employment strategiesNewspaper opening

Any shortcomings become welcome ground for rejection

Identifying and contacting person who hires, before an opening existsBackground research

List of organizations and namesThree-R interviews

ResearchRememberedReferrals

Resume

Tips for the intervieweeLook good and behave

wellKnow the organization

and the jobRespond to the

employer’s needsPrepare for important

questionsEducational background Work experienceCareer goalsPersonal traitsKnowledge of

organization and job

Be honestKeep your answers briefFind common groundHave your own

questions answeredFollow the interview

with a letterCommon courtesyReminds interviewer of

youFacts you may have

omittedCorrect misunderstandingsRemind of promises made

The Performance Appraisal I.

Definition and ImportanceFunctions

To let the employee know where he standsTo set goals for the futureTo improve the communication climate and employee moraleTo learn the employee’s point of view

Official nature – part of company policy

Systematic way of looking at employee’s development

Allows setting of specific goals and measure their achievement

Gives a picture of employee’s effectiveness

Formats and ProceduresThe Appraisal process

Evaluation form – list of characteristics important to the job

Self-rating formAppraisal interview – discuss and modifyFinal report – part of employee’s records

Basis of evaluationTrait approach Behavioral approach

Management By Objectives MBO

Steps in the Appraisal InterviewDefine criteria by which employee will be evaluated

Had been established at the previous appraisal session Therefore, already clear. Restate them

Evaluate performance How well employee has satisfied criteria Easiest to judge if goals are measurable

Some goals are subjective – require judgment Should deal with no more than three areas that need work Evaluative nature raises the odds of a defensive response

Set goals Areas of performance that are important

Few important aspects of the job Describe specifically

Give deadline Provide some challenge

Styles of Appraisal InterviewingTell and Sell

Manager believes his evaluation is correctPasses assessment on to subordinateDrawback:

UnfairUnproductive

Use when employee Is inexperiencedHas lower statusIs loyal to organization, identifies strongly with

managerAppreciates direction, is not willing to evaluate

himself

Tell and ListenManager describes assessment, listens to

employee’s view, identifies future goalsStill persuasive – manager listens but may not

change his idea

Listen and TellSubordinate begins session

Makes his contribution more than just a defensive reaction

Allows manager to adjust his evaluation

Problem-solvingEmployee has greater involvementManager and employee together define

areas of concernDevelop appropriate solutions

Built on the idea of mutual interestNo-lose problem solving