Dessler_HRM12e_PPT_07.ppt

(1)

Chapter 7

Interviewing

Candidates

Chapter 7

(2)

Basic Types of Interviews

Selection Interview

Appraisal Interview

Exit Interview

(3)

Selection Interview Structure

Interview

structure

Interview

administration

Selection Interview

Characteristics

(4)

Selection Interview Formats

Unstructured

(nondirective)

interview

Structured

(directive)

interview

Interview

(5)

EEOC Aspects of Interviews

Use objective/job-related questions

Standardize interview

administration

Use multiple interviewers

Avoiding

Discriminatio

(6)

Interview Content

Situational

interview

Behavioral

interview

Job-related

interview

Types of Questions Asked

(7)

Administering the Interview

(8)

Three Ways to Make the Interview

Useful

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

(9)

What Can Undermine An Interview’s

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’s

misunderstanding

of the job

Candidate-order

(contrast) error and

(10)

How to Design and Conduct

An Effective Interview

• The Structured Situational Interview

_{The Structured Situational Interview}



_{Use either situational questions or behavioral questions that}

yield high criteria-related validities.

Step 1:

Analyze the job.

Step 2:

Rate the job’s main duties.

Step 3:

Create interview questions.

Step 4:

(11)

How to Conduct a More Effective

Interview

1

2

3

4

5 Being Systematic and Effective

Structure the interview.

Know the job.

Get organized.

Establish rapport.

Ask questions.

(12)

Creating Effective Interview

Structures

_•

_{Base questions on actual job duties.}

• _{Use job knowledge, situational or behavioral}

_{Use job knowledge, situational or behavioral}

questions, and objective criteria to evaluate

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.

(13)

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

(14)

FIGURE 7–3

Using a Streamlined Interview

Process

1.

1. Prepare for the interview

Prepare for the interview

• _{Knowledge and experience}

_{Knowledge and experience}

• _Motivation

_Motivation

• _{Intellectual capacity}

_{Intellectual capacity}

• _{Personality factor}

_{Personality factor}

2.

2. Formulate questions to ask

Formulate questions to ask

in the interview

• _{Intellectual factor}

_{Intellectual factor}

• _{Motivation factor}

_{Motivation factor}

• _{Personality factor}

_{Personality factor}

• _{Knowledge and experience}

_{Knowledge and experience}

factor

3.

3. Conduct the interview

Conduct the interview

• _{Have a plan}

_{Have a plan}

• _{Follow your plan}

_{Follow your plan}

4.

(16)

Guidelines 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.

• Make a good first impression.

_{Make a good first impression.}

(17)

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?