Rect and sel -interviews spr 2012

INTERVIEWS

INTERVIEWS

“one reason why some managers perform poorly as interviewers is that

they treat this purposeful communication too casually, as

though it is merely conversation.”

Lopez,1975. Martin,1980

2

© 2007 by Prentice Hall

3

Learning Objectives

• Importance and Validity of Interviews.

• Mechanics of Interviews

• Utilize appropriate guidelines for employment-selection interviews

B -


4

Interviews

A specialized form of communication conducted for a specific task-related purpose.

A selection procedure designed to predict future job performance on the basis of applicant’s oral responses to oral inquiries.

B -

04/10/23 Know more! 5

WHY PEOPLE QUIT JOBS•Poor opportunity for advancement 66%

•Wrong “Fit” of person to job. 47%

•Displeased with Supervision 46%

•Pay dissatisfaction 45%

•Personal Problems 25%

SOURCE: Survey 1099 personal managers

WHAT RECRUITERS LOOK FOR

•Experience and knowledge in field 60%

•Tech skills and appropriate knowledge 22%

•Ability to manage 21%

•Communication Skills 12%

MOST IMPORTANT SELECTION METHODS

Interview

Assessment

Center

Psychology Tests

Application Form

References

N / %

Most important selection method (%)

85 7 3 5 0178 / 100

Second most important method (%)

15 1 35 32 17148 / 100

Third most important method(%)

0 0 35 20 4596/ 100

NUMBER OF INTERVIEWS & INTERVIEWERS

Managerial (%) N=78

Graduate (%) N=78

Clerical (%) 102

Manual (%) N=93

Interviews

One 3 18 52 73

Two 49 54 36 20

Three + 32 22 0 1

Varies 17 5 10 2Interviewers

One 11 24 38 41

Two 46 40 41 43

Three 8 17 5 2

Four + 11 4 0 0

Varies 22 12 14 13

ACID TEST OF SELECTION PROCESS

Be able to predict the potential of a candidate viz-a-viz job

requirement with high probability

Useful determining applicant communicative or social skills

Obtain supplementary information

Assess job knowledge

Appraise candidates’verbal fluency

Selection among equally qualified applicants

Compatibility between the applicant and the employee

Modified as to gather important information

ADVANTAGES

DISADVANTAGES

VALIDITY IS RELATIVELY LOW

RELIABILITY ALSO LOW

STEREOTYPING BY INTERVIEWERS, ADVERSE IMPACT AGAINST MINORITIES

MAY ALLOW FAVORITISM AND POLITICS

Subjective evaluation is made

(2)

INTERVIEW- STAGES

• Preparation

• Conduct of interview

• Interview Appraisal Procedure


11

Managing the Interview

IcebreakersDomesticsPurpose

Welcome

Refresh your memory

Take notes

Listen!Ask

appropriate questions

What do we need to discuss

Check your Interview Planner

Any thing to add.Any questions?

Next stepsThank youGood bye

Write up your notes

Finish.Start here.


13

Preparation

Positions to be filled.

Formation of Interview Panel

Neutral settings create a relaxed climate; select a setting that will encourage communication.

Gaps in the CV

Dish out the Interview Assessment Form

B -


14

Six Step Process for Selection

PEOPLE-Oriented ProcessPrepare

Establish rapport

Obtain information

Provide information

Lead to close

Evaluate

B -

Conduct of Interview

• Setting and role of HR personnels

• Skills of Interviewers

• Biases of Interviewers


15


16

The Introduction

Tell the interviewee,

1. The purpose of the interview

2. How he or she will help meet the purpose

3. How the information obtained during the interview will be used

B -

Synergy 17Education

Experience

Knowledge & skills

Personal Traits,

Habits & Attitudes

Criteria for Recruitment & Selection

Criteria for

Pre - Qualification

Relevant for impact

Relevance of Education, Relevance of Education, Experience, Knowledge, Skills, Experience, Knowledge, Skills, Personal Qualities & AttitudesPersonal Qualities & Attitudes

Easy to develop

Difficult to develop

04/10/23 13:01 IBP PRESENTATION 18

TYPE OF INTERVIEWSTYPE OF INTERVIEWS

1.1. UNSTRUCTUREDUNSTRUCTURED

2.2. STRUCTUREDSTRUCTURED

3.3. STRESSSTRESS

4.4. APPRAISALAPPRAISAL

5.5. SITUATIONALSITUATIONAL

6.6. BEHAVIORALBEHAVIORAL

Questions

• Situational. What do you think you will do----------------- ?

• Behavioral. Could you describe an occasion when you completed a task in the face of great difficulties?

• Capability. What are the key skills you are expected to use in this job?

19

DEV BEHAVIORAL SPEC

1. KNOWLEDGE EXPERIENCE FACTOR

2. MOTIVATION FACTOR

3. INTELLECTUAL FACTOR

4. PERSONALITY FACTOR

Questions

• Knowledge. What competencies are required in teaching?

• Motivation. How did you deal with a situation when people around you are not committed?

• Personality. What are your strengths?

• Creativity. Do people come to you to solve problems?

21


22

Probing Questions

• Use elaboration probe when answer seems superficial or inadequate

• Use clarification probe when you need specifics from interviewee

• Use reflective probe when you want to obtain elaboration in a non-directive way

B -


23

Probing Questions

• Use repetition probe when interviewee doesn’t answer your questions

• Use silence when you want to encourage the interviewee to continue talking

B -

Examples- Probing

• What is your precise role in this project?

• What exactly was your contribution in its success?

• Could you describe in more details the equipment you use?

24


25

Creating Good Questions

Open-ended questions: lets the interviewee talk without restriction, no ‘yes’ or ‘no’ questions.

Closed-ended questions: restrict the answers an interviewee can give.

B -

Examples- Open/closed

• In what way do you think your experience fits you in this job?

• Why something took place. Why did that Happen?

• How something happened. Why did that situation arise?

26


27

Avoid bad Questions

Double-barreled questions: contain imbedded conditions, difficult to answer and may prevent honest answers.

False bipolar questions: offers two choices, may lead the interviewee to choose from limited or false options.

B -


28

Avoid Bad Questions

Leading questions: lets the interviewee know the answer an interviewer wants to hear by how the question is phrased.

B -


29

Types of Question Sequence

Funnel sequence: begins with general questions and moves to specific

Inverted funnel sequence: begins with specific questions and moves to general

B -


30

The Importance of Listening

• Listen for comprehension of content

• Listen for empathy with the interviewee

• Listen for evaluation of information and feelings

B -

APPLICANT ATTRIBUTES THAT AFFECT RATING BIAS

Genderbias

First-impression effect

Contrast effect

Nonverbal communication

Physical attractiveness

Influenced by type of job (role-congruent jobs) and competence. Female interviewers gave higher ratings than male interviewers.

Early impressions were more important than factual information for interviewer judgments. Hire decisions were related to the intnerviewer’s caused interpretation (attribution) of an applicant’s past outcomes.

Interviewers’ evaluations of job candidates were influenced by the quality and characteristics of the previous candidates.

Applicants who looked straight ahead, as opposed to downward, were rated as being more alert, assertive, and depondable; they were also more likely to be hired. Applicants who demonstrated a greater amount of eye contact, head moving, and smiling received higher evaluations.

More attractive applicants received higher evaluations.

ATTRIBUTES EXAMPLES OF RESEARCH FINDINGS


32

Concluding the Interview

• Indicate the interview is about to end

• Summarize the information you obtained

• Let the interviewee know what will happen next

• Express appreciation

B -


33

Interview Assessment

• Memory alone is not enough Make sure to take notes

• Ask if you can record the interview

• A second interviewer can help record information

B -

04/10/23 13:01 IBP PRESENTATION 34

Procedure:

1. Frame questions as per requirement.

2. Rate each item of the test according to criteria.• *0 = not necessary on the job• 1 = useful on the job• 2 = essential to the job

3. Apply the content validity ratio.

Ne – N / 2CVR = N / 2

Ne = the number of panel members who give the item a rating of essential to the job ((.e. 2).

N = total number of expertsCVI = average of CVRs

4. Calculate the content validity index.

ESTABLISING VALIDITY ESTABLISING VALIDITY OF QUESTIONSOF QUESTIONS

Accomplishment Record Rating Scale for “Using Knowledge”

I drafted the commission’s first final TRR and accompanying legal statement which articulated a

new theory of. I did the actual drafting of the language of a final federal regulation and

developed the detailed arguments and analysis of the evidence which served as the legal predicated

for the Commission’s actions.

I was transferred to assist staff there in preparing legal theories in Inc.

I participated in devising legal strategy to attack firm.

In connection with the commission’s consideration of the proposed trade regulation

rule.

I was responsible for organizing and preparing a civil penalty case in the matter.

A firm was ordered to pay employees for overtime which not been paid.

6.0

5.0

4.0

3.0

2.0

1.0

Using Knowledge

Rect and sel -interviews spr 2012

Business

Transcript of Rect and sel -interviews spr 2012