GARY DESSLER HUMAN RESOURCE MANAGEMENT Global Edition 12e Chapter 7 Interviewing Candidates...

GARY DESSLER

HUMAN RESOURCE MANAGEMENT Global Edition 12e

Chapter 7

Interviewing Candidates

PowerPoint Presentation by Charlie CookThe University of West AlabamaCopyright © 2011 Pearson Education

Part 2 Recruitment and Placement

Copyright © 2011 Pearson Education 7–2

WHERE WE ARE NOW…WHERE WE ARE NOW…


1.1. List the main types of selection interviews.List the main types of selection interviews.

2.2. List and explain main errors that can undermine an List and explain main errors that can undermine an interview’s usefulness.interview’s usefulness.

3.3. Define a structured situational interview.Define a structured situational interview.

4.4. Explain and illustrate each guideline for being a more Explain and illustrate each guideline for being a more effective interviewer.effective interviewer.

5.5. Give several examples of situational questions, Give several examples of situational questions, behavioral questions, and background questions that behavioral questions, and background questions that provide structure.provide structure.

6.6. List the steps in a streamlined interview process.List the steps in a streamlined interview process.

7.7. List guidelines for interviewees.List guidelines for interviewees.

LEARNING OUTCOMESLEARNING OUTCOMES


Basic Types of InterviewsBasic Types of Interviews

Selection Interview

Appraisal Interview

Exit Interview

Types of Interviews


Selection Interview StructureSelection Interview Structure

Interviewstructure

Interview administration

Selection Interview Characteristics

Interviewcontent


Selection Interview FormatsSelection Interview Formats

Unstructured (nondirective)

interview

Structured (directive)interview

Interview Structure Formats


FIGURE 7–1 Officer Programs Applicant Interview Form


EEOC Aspects of InterviewsEEOC Aspects of Interviews

Use objective/job-related questions

Standardize interview administration

Use multiple interviewers

Avoiding Discriminatio

n in Interviews


Interview ContentInterview Content

Situational interview

Behavioral interview

Job-related interview

Types of Questions Asked

Stress interview


Administering the InterviewAdministering the Interview

Unstructured sequential interview

Panel interview

Phoneinterviews

Video/Web-assisted

interviews

Computerized interviews

Massinterview

Structured sequential interview

Ways in Which

Interview Can be Conducted


Three Ways to Make the Interview Three Ways to Make the Interview UsefulUseful

Structure the interview to increase its validity

Carefully choose what sorts of traits are to be

assessed

Beware of committing interviewing errors

Making the Interview

Useful


What Can Undermine An Interview’s What Can Undermine An Interview’s Usefulness?Usefulness?

Nonverbal behavior and impression management

Applicant’s personal

characteristics

Interviewer’s inadvertent

behavior

Factors Affecting An Interview’s

Usefulness

First impressions (snap judgments)

Interviewer’smisunderstanding

of the job

Candidate-order (contrast) error and

pressure to hire


How to Design and Conduct How to Design and Conduct An Effective InterviewAn Effective Interview• The Structured Situational InterviewThe Structured Situational Interview

Use either situational questions or behavioral questions that Use either situational questions or behavioral questions that yield high criteria-related validities.yield high criteria-related validities.

Step 1:Step 1: Analyze the job.Analyze the job.

Step 2:Step 2: Rate the job’s main duties.Rate the job’s main duties.

Step 3:Step 3: Create interview questions.Create interview questions.

Step 4:Step 4: Create benchmark answers.Create benchmark answers.

Step 5:Step 5: Appoint the interview panel and Appoint the interview panel and conduct conduct interviews.interviews.


How to Conduct a More Effective How to Conduct a More Effective InterviewInterview

1

2

3

4

5

Being Systematic and Effective

Structure the interview.

Know the job.

Get organized.

Establish rapport.

Ask questions.

6 Take brief, unobtrusive notes.7 Close the interview.

8 Review the interview.


Creating Effective Interview Creating Effective Interview StructuresStructures• Base questions on actual job duties.Base questions on actual job duties.

• Use job knowledge, situational or behavioral Use job knowledge, situational or behavioral questions, and objective criteria to evaluate questions, and objective criteria to evaluate interviewee’s responses.interviewee’s responses.

• Use the same questions with all candidates.Use the same questions with all candidates.

• Use descriptive rating scales (excellent, fair, Use descriptive rating scales (excellent, fair, poor) to rate answers.poor) to rate answers.

• If possible, use a standardized interview form.If possible, use a standardized interview form.


FIGURE 7–2 Examples of Questions That Provide Structure

Situational Questions

1. Suppose a more experienced coworker was not following standard work procedures and claimed the new procedure was better. Would you use the new procedure?

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 coworker?

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?


FIGURE 7–3 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 1–3 years? 5–10 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?


Using a Streamlined Interview Using a Streamlined Interview ProcessProcess1.1. Prepare for the interviewPrepare for the interview

• Knowledge and experienceKnowledge and experience• MotivationMotivation• Intellectual capacityIntellectual capacity• Personality factorPersonality factor

2.2. Formulate questions to ask Formulate questions to ask in the interviewin the interview

• Intellectual factorIntellectual factor• Motivation factorMotivation factor• Personality factorPersonality factor• Knowledge and experience Knowledge and experience

factorfactor

3.3. Conduct the interviewConduct the interview• Have a planHave a plan• Follow your planFollow your plan

4.4. Match the candidate to the jobMatch the candidate to the job


FIGURE 7–4Interview Evaluation Form


Guidelines for IntervieweesGuidelines for Interviewees• Preparation is essential.Preparation is essential.

• Uncover the interviewer’s real needs.Uncover the interviewer’s real needs.

• Relate yourself to the interviewer’s needs.Relate yourself to the interviewer’s needs.

• Think before answering.Think before answering.

• Remember that appearance and enthusiasm are Remember that appearance and enthusiasm are important.important.

• Make a good first impression.Make a good first impression.

• Ask questions.Ask questions.


FIGURE 7–5 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 company’s five-year sales and profit projections?10. What needs to be done to reach these projections?11. What are the company’s 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 company’s 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?


K E Y T E R M S

unstructured (or nondirective) interview

structured (or directive) interview

situational interview

behavioral interview

job-related interview

stress interview

unstructured sequential interview

structured sequential interview

panel interview

mass interview

candidate-order error (or contrast) error

structured situational interview


FIGURE 7–A1Structured Interview Guide


FIGURE 7–A1Structured Interview Guide (cont’d)


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GARY DESSLER HUMAN RESOURCE MANAGEMENT Global Edition 12e Chapter 7 Interviewing Candidates...

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