Interviewing Job Candidates by Dr. James J. Kirk Information taken from free online tutorial at...

Interviewing Job CandidatesInterviewing Job Candidates

byby

Dr. James J. KirkDr. James J. KirkInformation taken from free Information taken from free online tutorial at Curry Business online tutorial at Curry Business Systems, Inc.Systems, Inc.

http://www.http://www.curryinccurryinc.com/.com/

What You Will LearnWhat You Will Learn

What constitutes valid, reliable, fair, and What constitutes valid, reliable, fair, and practical interviewspractical interviews

The role and products of a job analysisThe role and products of a job analysis How to prepare and ask questionsHow to prepare and ask questions Important legal issues in interviewingImportant legal issues in interviewing How to plan for interviewsHow to plan for interviews How to properly conduct interviewsHow to properly conduct interviews

The InterviewThe Interview

One of the most critical One of the most critical steps in the hiring of a steps in the hiring of a new employee is new employee is interviewing the interviewing the various job candidates.various job candidates.

Learn To Develop and Learn To Develop and Administer Interviews That AreAdminister Interviews That Are

ValidValid: Measure competencies which are : Measure competencies which are important for job performance important for job performance

ReliableReliable: Accurate and consistent : Accurate and consistent FairFair: All candidates are treated equally and : All candidates are treated equally and

the interview is seen as fair the interview is seen as fair PracticalPractical: Minimize labor and other costs: Minimize labor and other costs

Job AnalysisJob Analysis

Begin your Begin your preparation for an preparation for an interview by interview by conducting or conducting or reviewing a recent reviewing a recent job analysis of the job analysis of the position about to be position about to be filled.filled.

Role Of A Job AnalysisRole Of A Job Analysis

A job analysis is a process of systematic A job analysis is a process of systematic data collection. Methods of collecting job data collection. Methods of collecting job analysis information:analysis information:– Review job descriptions and other written Review job descriptions and other written

sources of job information. sources of job information. – Interview job incumbents and their supervisors. Interview job incumbents and their supervisors. – Observe incumbents on the jobObserve incumbents on the job

Products of a Job AnalysisProducts of a Job Analysis

Job description: A written description of the Job description: A written description of the job content. job content.

Job specification: A written description of Job specification: A written description of the competencies (knowledge, skills, and the competencies (knowledge, skills, and abilities) needed for successful job abilities) needed for successful job performance.performance.

Interview Questions and Interview Questions and CompetenciesCompetencies

Some of the competencies will be best Some of the competencies will be best assessed in an interview; that is, the assessed in an interview; that is, the competencies help define the content of the competencies help define the content of the interview.interview.

Interview questions should be developed to Interview questions should be developed to assess the competencies needed for assess the competencies needed for successful job performance.successful job performance.

Sample CompetenciesSample Competencies

Planning and OrganizationPlanning and Organization: : Ability to plan work and Ability to plan work and manage one's time. Ability to manage one's time. Ability to identify the most efficient or identify the most efficient or convenient order in which to convenient order in which to do assigned tasks. do assigned tasks.


Communication skillsCommunication skills : : Ability to understand what Ability to understand what people mean when they people mean when they give spoken instructions, give spoken instructions, ask questions, or discuss ask questions, or discuss issues. Ability to issues. Ability to communicate clearly when communicate clearly when giving instructions, asking giving instructions, asking questions, or discussing questions, or discussing issues.issues.


FlexibilityFlexibility: Ability to : Ability to make changes in routine to make changes in routine to meet work demands, meet work demands, willingness to learn new willingness to learn new procedures/equipment. procedures/equipment.


AttendanceAttendance: Ability to : Ability to come to work on schedule. come to work on schedule.


CooperationCooperation: Ability to : Ability to work with and get along work with and get along well with others in work well with others in work settings: Ability to work settings: Ability to work effectively and effectively and cooperatively with cooperatively with coworkers, subordinates and coworkers, subordinates and management. management.


ResponsibilityResponsibility: Follows : Follows through on commitments, through on commitments, completes assigned work, completes assigned work, determined, reliable, determined, reliable, conscientious, follows rules conscientious, follows rules and orders; willing and able and orders; willing and able to work without direct to work without direct supervision. supervision.

Interview ContentInterview Content

Interview competencies can be measured Interview competencies can be measured with questions of several types.with questions of several types.

The goal of any particular question is to The goal of any particular question is to measure competency in one or more areas.measure competency in one or more areas.

Four major Types Of Four major Types Of QuestionsQuestions

CredentialsCredentials OpinionsOpinions KnowledgeKnowledge Situational/ Situational/

BehaviorBehavior

CredentialsCredentials

Length of past experience in various areas. Length of past experience in various areas. Educational and training experiences, Educational and training experiences, degrees and certificates.degrees and certificates.

Examples:Examples:– What courses have you taken concerning What courses have you taken concerning

mechanical engineering? mechanical engineering? – What experience do you have in operating What experience do you have in operating

forklifts? forklifts?

OpinionsOpinions

Opinions about work-related topics.Opinions about work-related topics. Examples:Examples:

– What do you think is the best approach to What do you think is the best approach to getting along with others who are very different getting along with others who are very different than you? than you?

– What is the best way of organizing work? What is the best way of organizing work?

KnowledgeKnowledge

Technical knowledge required for job Technical knowledge required for job performance.performance.

Examples:Examples:– What are the major steps in performing a What are the major steps in performing a

system checkout of a programmable logic system checkout of a programmable logic controller? controller?

– What are the primary safety considerations in What are the primary safety considerations in operating a power sweeper?operating a power sweeper?

Situational/BehavioralSituational/Behavioral

Recent increased focus on situational and Recent increased focus on situational and behavioral questions. behavioral questions.

SituationalSituational: What would you do if... : What would you do if... BehavioralBehavioral: What have you done when... : What have you done when... Research supports the usefulness of both Research supports the usefulness of both

types of questions. types of questions.

SituationalSituational

Example: You and another coworker are Example: You and another coworker are jointly responsible for completing an jointly responsible for completing an assignment. Your coworker is not doing his assignment. Your coworker is not doing his or her share of the work. What would you or her share of the work. What would you do?do?

Applicant will most likely describe what Applicant will most likely describe what they think they should do.they think they should do.

BehavioralBehavioral

Example: Describe a time when you and another Example: Describe a time when you and another coworker were jointly responsible for completing coworker were jointly responsible for completing an assignment and your coworker did not do his or an assignment and your coworker did not do his or her share of the work. What did you do?her share of the work. What did you do?

Applicant will have problems answering if he/she Applicant will have problems answering if he/she has not been in this situation before.has not been in this situation before.

May or may not be descriptive of what they would May or may not be descriptive of what they would actually do.actually do.

Behavioral QuestionsBehavioral QuestionsFollowed By ProbesFollowed By Probes

The question:The question:– Sooner or later, most Sooner or later, most

people have a serious people have a serious argument with a argument with a coworker. Tell me coworker. Tell me about the most serious about the most serious argument you had with argument you had with a coworker.a coworker.

Behavioral QuestionsBehavioral QuestionsFollowed By ProbesFollowed By Probes

The probes:The probes:– When did this happen? When did this happen? – What led to the argument? What led to the argument? – How did you try to resolve the argument? How did you try to resolve the argument? – How did the coworker respond to this How did the coworker respond to this

behavior? behavior? – What was the outcome of the argument? What was the outcome of the argument?

Effective InterviewsEffective Interviews

Are structured around job competenciesAre structured around job competencies Contain an appropriate amount probingContain an appropriate amount probing Do not include leading questionsDo not include leading questions Collect the same information from all candidatesCollect the same information from all candidates Are controlled by the interviewerAre controlled by the interviewer Require good note takingRequire good note taking Require scoring of responses after the interviewRequire scoring of responses after the interview

Methods for Developing Methods for Developing Behavioral QuestionsBehavioral Questions

Start with a competency area required for Start with a competency area required for job performance. e.g., Interpersonal skill.job performance. e.g., Interpersonal skill.

Think of a situation in which this Think of a situation in which this competency (or the lack of it) would play a competency (or the lack of it) would play a key role in performance. e.g., Interacting key role in performance. e.g., Interacting with a coworker who was angry with you.with a coworker who was angry with you.

Formulate a question concerning past Formulate a question concerning past behavior that involves this situation.behavior that involves this situation.– Tell me about the last time one of your Tell me about the last time one of your

coworkers was angry with you. What was the coworkers was angry with you. What was the situation and how did you resolve the problem?situation and how did you resolve the problem?

» Identify some probes.Identify some probes.» Identify some good and bad answers.Identify some good and bad answers.

Methods for Developing Methods for Developing Behavioral QuestionsBehavioral Questions

Methods for Developing Methods for Developing Situational QuestionsSituational Questions

Start with a competency area required for Start with a competency area required for job performance. e.g., Interpersonal skill.job performance. e.g., Interpersonal skill.

Think of a situation in which this Think of a situation in which this competency (or the lack of it) would play a competency (or the lack of it) would play a key role in performance. e.g., Interacting key role in performance. e.g., Interacting with a coworker who was angry with you.with a coworker who was angry with you.

Methods for Developing Methods for Developing Situational QuestionsSituational Questions

Consider a situation where you and a coworker Consider a situation where you and a coworker were jointly completing a task.were jointly completing a task.

You divided up the work in what you thought You divided up the work in what you thought was a fair manner. However, the coworker was a fair manner. However, the coworker becomes angry with you concerning how you becomes angry with you concerning how you divided up the work. What would you do?divided up the work. What would you do?

Identify some good and bad answers.Identify some good and bad answers.

Legal Issues InLegal Issues InInterviewingInterviewing

Personnel selection is a process which is Personnel selection is a process which is regulated by a variety of statutes.regulated by a variety of statutes.

The primary statutes are:The primary statutes are:– Civil Rights Acts (1965 and 1991).Civil Rights Acts (1965 and 1991).– Americans with Disabilities Act (1990).Americans with Disabilities Act (1990).– Age Discrimination in Employment Act (1967).Age Discrimination in Employment Act (1967).

Legal Issues In InterviewingLegal Issues In Interviewing

Win or lose, legal actions are bad Win or lose, legal actions are bad for business.for business.

Hurt the public image of the Hurt the public image of the company.company.

They are expensive:They are expensive:– Labor.Labor.– Outside legal counsel.Outside legal counsel.– Emotional energy.Emotional energy.

A complaint generally arises from A complaint generally arises from an unsuccessful applicant who is an unsuccessful applicant who is outraged with the interview.outraged with the interview.

Perception that the interview is unfair.Perception that the interview is unfair. Perception that the interview is not job-Perception that the interview is not job-

related.related. May view the interview as a “subterfuge for May view the interview as a “subterfuge for

discrimination.”discrimination.” Interviewers must behave in a manner that Interviewers must behave in a manner that

promotes perceptions of fairness.promotes perceptions of fairness.

Problematic Behavior Problematic Behavior Concerning SexConcerning Sex

Sex stereotypes, more so than race Sex stereotypes, more so than race stereotypes, are common in the workplace.stereotypes, are common in the workplace.

In many work sites, it is acceptable to speak In many work sites, it is acceptable to speak of differences between men and women.of differences between men and women.

Thus people might remark that men are Thus people might remark that men are better than women at some types of work or better than women at some types of work or some types of recreational activity (e.g., some types of recreational activity (e.g., working on cars).working on cars).

The prevalence of sex stereotypes makes The prevalence of sex stereotypes makes sex-related problems in the interview fairly sex-related problems in the interview fairly common.common.

Problems often surround male interviewers Problems often surround male interviewers and female candidates.and female candidates.

Avoid language that the applicant may find Avoid language that the applicant may find inappropriate (“honey”, “girl”).inappropriate (“honey”, “girl”).


Paternalistic behaviors (pats on the back, Paternalistic behaviors (pats on the back, arm around the shoulder ) must be avoided.arm around the shoulder ) must be avoided.

It is the applicant's standard of It is the applicant's standard of appropriateness and not the the appropriateness and not the the interviewer's standard that must be met.interviewer's standard that must be met.

Don't ask men and women different Don't ask men and women different questions.questions.


It is very inappropriate, yet common, for the It is very inappropriate, yet common, for the following questions to be asked of female following questions to be asked of female candidates but not male candidates:candidates but not male candidates:

What does your spouse think of you What does your spouse think of you working here? What are your arrangements working here? What are your arrangements for child care?for child care?


Problematic Behavior Problematic Behavior Concerning RaceConcerning Race

Don't comment or Don't comment or joke about a joke about a candidate's race.candidate's race.

Most people are Most people are sensitized to the sensitized to the need to avoid race-need to avoid race-related statements.related statements.

Problematic Behavior Problematic Behavior Concerning AgeConcerning Age

Like sex stereotypes, age stereotypes are Like sex stereotypes, age stereotypes are relatively common in the workplace.relatively common in the workplace.

Avoid references to age during the interview.Avoid references to age during the interview. Don't make remarks suggesting that an older Don't make remarks suggesting that an older

applicant is "over qualified". Such statements applicant is "over qualified". Such statements can be viewed as a subterfuge for age can be viewed as a subterfuge for age discrimination.discrimination.

Problematic Behavior Problematic Behavior Concerning DisabilityConcerning Disability

The interviewers need to be concerned The interviewers need to be concerned about an applicant's disability interfering about an applicant's disability interfering with the interview.with the interview.

Employers are required to provide:Employers are required to provide:– Reasonable accommodation in interviews.Reasonable accommodation in interviews.– Access to interview site.Access to interview site.– A sign language interpreter.A sign language interpreter.

The selection process should have one staff The selection process should have one staff member specifically trained to handle member specifically trained to handle reasonable accommodation requests from reasonable accommodation requests from individuals with disabilities.individuals with disabilities.

Problematic Behavior Concerning Disability

During the interview, questions can not During the interview, questions can not refer to a disability.refer to a disability.

Acceptable Question: Acceptable Question: – Attendance is a requirement for this job. How Attendance is a requirement for this job. How

has your attendance record been at other jobs? has your attendance record been at other jobs?


Unacceptable Question:Unacceptable Question:– Given that you canceled your initial interview Given that you canceled your initial interview

due to your dialysis appointment, how can we due to your dialysis appointment, how can we expect you to show up for work?expect you to show up for work?


Planning The Interview: Planning The Interview: Prepare The RoomPrepare The Room

PrivatePrivate ComfortableComfortable QuietQuiet

Planning The Interview Planning The Interview Materials CheckMaterials Check

Materials you need for the interview:Materials you need for the interview:– Application and resume materials. Application and resume materials. – List of the competencies to be measured. List of the competencies to be measured. – List of the questions for each List of the questions for each

competency. competency. – Rating sheet to record notes and ratings.Rating sheet to record notes and ratings.

Planning The Interview Planning The Interview Materials CheckMaterials Check

Materials to be given the applicant:Materials to be given the applicant:– Information describing the job. Information describing the job. – Information describing the company. Information describing the company. – Benefits information. Benefits information. – Your business card. Your business card. – Review the application and resume materials before Review the application and resume materials before

the applicant is to be interviewed.the applicant is to be interviewed.– Review the interview competencies, questions, and Review the interview competencies, questions, and

good and bad answers.good and bad answers.

Conducting The InterviewConducting The InterviewUsing An Interview GuideUsing An Interview Guide

An interview guide consists of:An interview guide consists of:– A list of the competencies to be assessed in the A list of the competencies to be assessed in the

interview. interview. – The questions associated with each The questions associated with each

competency. competency. – Scoring guides for each question.Scoring guides for each question.– Note taking and rating forms. Note taking and rating forms.

Use the guide religiously.Use the guide religiously. It helps to ensure a job-related and It helps to ensure a job-related and

structured process.structured process. Applicants tend to perceive the Applicants tend to perceive the

structure as an indication of your structure as an indication of your competence.competence.


Applicants also perceive the Applicants also perceive the structure as promoting fairness.structure as promoting fairness.

The guide keeps the interviewer The guide keeps the interviewer and the applicant from going off on and the applicant from going off on tangents.tangents.

The guide helps the interviewer The guide helps the interviewer control the amount of time devoted control the amount of time devoted to each topic.to each topic.


Conducting TheConducting TheInterview-RapportInterview-Rapport

Ensure a positive atmosphere:Ensure a positive atmosphere:– Helps the applicant feel relaxed and at ease to Helps the applicant feel relaxed and at ease to

talk.talk.– Relaxed applicants reveal more information Relaxed applicants reveal more information

about themselves.about themselves.– Promotes a positive image of the organization.Promotes a positive image of the organization.

Build a positive atmosphere by:Build a positive atmosphere by:– Greeting and introductions.Greeting and introductions.– Thank them for coming.Thank them for coming.– Use their name (correctly).Use their name (correctly).– Maintain applicant's self-esteem.Maintain applicant's self-esteem.– Treat applicants with respect.Treat applicants with respect.– Don't give them negative feedback concerning Don't give them negative feedback concerning

their answers.their answers.

Conducting TheConducting TheInterview-RapportInterview-Rapport

Conducting The InterviewConducting The InterviewControlControl

The interview has two The interview has two components:components:– EvaluativeEvaluative: Interviewer : Interviewer

is assessing the is assessing the applicant.applicant.

– InformativeInformative: Interviewer : Interviewer provides information provides information concerning the job and concerning the job and company.company.

Interviewer needs to maintain control of the Interviewer needs to maintain control of the interview by keeping the two components interview by keeping the two components separate and controlling information flow in separate and controlling information flow in each component.each component.

Very early in the interview, the interviewer Very early in the interview, the interviewer should explain the structure of the should explain the structure of the interview.interview.

Explain that the interview will have two Explain that the interview will have two parts.parts.


Part 1Part 1: Interviewer asks questions to help : Interviewer asks questions to help evaluate the applicant's fit for the job.evaluate the applicant's fit for the job.– Explain that you will be asking questions in Explain that you will be asking questions in

several job-related areas and that you need to several job-related areas and that you need to follow a schedule of questions. Explain that the follow a schedule of questions. Explain that the interview schedule determines how much time interview schedule determines how much time is spent on different topics.is spent on different topics.



Part 2Part 2: Interviewer provides information : Interviewer provides information concerning the job and the company. concerning the job and the company. Applicant may ask questions.Applicant may ask questions.– An understanding of the structure helps the An understanding of the structure helps the

applicant relax and comply with the structure.applicant relax and comply with the structure.

Conducting the Interview Conducting the Interview Interview PaceInterview Pace

Interview pace is Interview pace is largely controlled by largely controlled by following the interview following the interview structure.structure.

When applicants talk When applicants talk too little, you need to too little, you need to ask probing and ask probing and follow-up questions.follow-up questions.

Conducting the Interview Conducting the Interview Interview PaceInterview Pace

Politely interrupt an Politely interrupt an applicant who talks too applicant who talks too much with the reminder much with the reminder that you need to move on that you need to move on to other areas.to other areas.

Remind the applicant that Remind the applicant that you are following a you are following a schedule of questions and schedule of questions and need to move on.need to move on.

Conducting The Interview Follow-Conducting The Interview Follow-up To Clarify Behaviorsup To Clarify Behaviors

The purpose of follow-up questions is The purpose of follow-up questions is to get more information and to pin-to get more information and to pin-down the applicant concerning their down the applicant concerning their behavior.behavior.

Follow-up questions would include:Follow-up questions would include:– What did you do next?What did you do next?– A silent pause may also be a good A silent pause may also be a good

prompt.prompt.

Conducting The Interview Conducting The Interview Listening, Observing, Listening, Observing, Recording, and BehavingRecording, and Behaving

The applicant should be doing most of the The applicant should be doing most of the talking in the evaluative portion of the talking in the evaluative portion of the interview.interview.

The interviewer needs to listen and observe The interviewer needs to listen and observe the applicant. Identify the behaviors the the applicant. Identify the behaviors the applicant said they did.applicant said they did.

Take notes describing the behaviors.Take notes describing the behaviors. Keep the notes as part of the permanent Keep the notes as part of the permanent

record of the interview.record of the interview. These notes can be reviewed as part of These notes can be reviewed as part of

adversarial proceedings concerning alleged adversarial proceedings concerning alleged discrimination in the hiring process.discrimination in the hiring process.

Conducting The Interview Conducting The Interview Listening, Observing, Recording, Listening, Observing, Recording, and Behavingand Behaving

Don't write anything down which will prove Don't write anything down which will prove to be embarrassing in adversarial to be embarrassing in adversarial proceedings.proceedings.

Conducting The Interview Conducting The Interview Listening, Observing, Recording, Listening, Observing, Recording, and Behavingand Behaving

Conducting The InterviewConducting The InterviewNote TakingNote Taking

Notes should:Notes should:– Describe behavior (Not Describe behavior (Not

personality traits):personality traits):» Write: Reported conflicts Write: Reported conflicts

with bosswith boss

» Don't write: Applicant is Don't write: Applicant is crankycranky

Conducting The InterviewConducting The InterviewNote TakingNote Taking

Notes should: Notes should: – Be without reference to Be without reference to

demographicsdemographics» Write: Defends position Write: Defends position

without being intimidatedwithout being intimidated

» Don't write: Fairly assertive Don't write: Fairly assertive for a womanfor a woman

– Be professional. Your notes Be professional. Your notes can be reviewed.can be reviewed.

Conducting the Interview Conducting the Interview Questions Concerning Sensitive TopicsQuestions Concerning Sensitive Topics

For some types of jobs, interviewers may For some types of jobs, interviewers may want to ask questions about sensitive topics:want to ask questions about sensitive topics:– Theft from past employersTheft from past employers– Illegal drug useIllegal drug use– Applicants with such past behavior will be Applicants with such past behavior will be

resistant to disclosing this information.resistant to disclosing this information.

Question build-up technique:Question build-up technique:– Begin the question of an example of a past Begin the question of an example of a past

employee who committed a very large offense employee who committed a very large offense (stealing $50,000).(stealing $50,000).


– Lead the applicant to believe that their possible Lead the applicant to believe that their possible past behavior of stealing a few hundred dollars past behavior of stealing a few hundred dollars is unimportant by comparisonis unimportant by comparison

» We had an employee who had stolen $40,000 of We had an employee who had stolen $40,000 of equipment from the company? Have you ever stolen equipment from the company? Have you ever stolen $40,000 of money or merchandise from an $40,000 of money or merchandise from an employer?employer?

» How about $20,000?How about $20,000?

» What about $50?What about $50?


Conducting the InterviewConducting the InterviewRating BehaviorsRating Behaviors

The applicant's interview responses should The applicant's interview responses should be scored.be scored.

Two options for scoring the interview:Two options for scoring the interview:– Score each question.Score each question.– Score each competency dimension based on Score each competency dimension based on

responses to one or more questions.responses to one or more questions. Use rating scales from 1 (very low) to 5 Use rating scales from 1 (very low) to 5

(very high).(very high).

Conducting the InterviewConducting the InterviewRating BehaviorsRating Behaviors

Your notes should be supportive of your Your notes should be supportive of your ratings.ratings.

Use extra notes to document ratings of 1 or Use extra notes to document ratings of 1 or 5.5.

Do not create or force any distributions of Do not create or force any distributions of ratings.ratings.

Rate applicants with respect to the scoring Rate applicants with respect to the scoring guides (the good and bad answer lists).guides (the good and bad answer lists).

Conducting the Interview Conducting the Interview Review of Common ErrorsReview of Common Errors

Halo Affect: Rating an applicant the same Halo Affect: Rating an applicant the same on all questions.on all questions.

Some halo is accurate. An applicant Some halo is accurate. An applicant performing well in one competency area performing well in one competency area will often perform well in other competency will often perform well in other competency areas.areas.


Some halo is not accurate. Applicants often Some halo is not accurate. Applicants often have areas of strength and areas of have areas of strength and areas of weakness. Interview ratings should weakness. Interview ratings should accurately reflect both the strengths and accurately reflect both the strengths and weaknesses.weaknesses.


Minimize inaccurate halo by understanding Minimize inaccurate halo by understanding the competency areas and by comparing the the competency areas and by comparing the behaviors presented in the interview with behaviors presented in the interview with the good and bad responses in the interview the good and bad responses in the interview guide.guide.

Conducting the Interview: Conducting the Interview: Review of Common ErrorsReview of Common Errors

Leniency: Giving ratings that are too high.Leniency: Giving ratings that are too high. Severity: Giving ratings that are too low.Severity: Giving ratings that are too low. Similar to me: Giving higher than deserved Similar to me: Giving higher than deserved

ratings to people who are similar to you.ratings to people who are similar to you. Reduce the errors by following the Reduce the errors by following the

interview guide.interview guide.

Conducting the Interview Conducting the Interview Record KeepingRecord Keeping

Interviews are selection devices and can be Interviews are selection devices and can be reviewed by EEO regulatory agencies reviewed by EEO regulatory agencies during audits or during investigations of during audits or during investigations of complaints.complaints.

An absence of records can be considered an An absence of records can be considered an attempt to hide derogatory information attempt to hide derogatory information concerning the company's hiring process.concerning the company's hiring process.

Conducting the Interview Conducting the Interview Record KeepingRecord Keeping

Keep records of who was interviewed by Keep records of who was interviewed by whom, when, and where.whom, when, and where.

Keep the interview notes and interview Keep the interview notes and interview ratings.ratings.

What You Have LearnedWhat You Have Learned

What constitutes valid, reliable, fair, and What constitutes valid, reliable, fair, and practical interviewspractical interviews

The role and products of a job analysisThe role and products of a job analysis How to prepare and ask questionsHow to prepare and ask questions Important legal issues in interviewingImportant legal issues in interviewing How to plan for interviewsHow to plan for interviews How to properly conduct interviewsHow to properly conduct interviews

Interviewing Job Candidates by Dr. James J. Kirk Information taken from free online tutorial at...

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