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
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