Interviewing candidates

We can classify selection interviews according to The questions they contain The errors that undermine the interview’s usefulness and how can conduct effective interviews How structured they are

How structured they are Unstructured interviews Structured interviews

Unstructured interviews in this type of interviews the managers follow no set format and there is no formal guide for scoring right or wrong answers

Structured interviews in this type of interviews the interviewers follow a printed form to ask a series of questions and score possible answers. Sometimes comments are printed beneath the questions. For example (how did you obtain your present job) the interviewer writes his comment( he had shown self reliance in getting his job)

The question is which one is better? Most of interviewers prefer structured interviews Less talented interviewers can conduct better interviews Increases consistency across candidates More valid and reliable

in addition it Reduces overall subjectivity and the potential of bias

The big disadvantage of the structured interview There is no mutual interaction between the interviewer and the candidate.

there is no opportunity to ask follow up questions and the applicants can not speak frankly.

Therefore, blindly following a structured format is not advisable, it is best to combine the two

Or use panel interviews

Panel interviews Is an interview conducted by a team of interviewers (2 0r 3) who together interview each candidate and then combine their ratings into a final panel score.

Panel interviews This type of interviews enables the interviewer to ask follow-up questions and this may elicit more meaningful responses than are normally produced by one on one interviews.

New approaches for interviewing using Internet Computerized interviews Video/ web interviews Computerized interviews

Video interview *Some companies use the internet to do the interview particularly the initial interviews through Skype. *Skype interview does not require special preparation for the interviewer. *The applicants use their own camera supported Pc. *The applicants must be sure that they look presentable, clean up their rooms, speak clearly and be confident.

computerized interview *These interviews are done online. *The interviewers ask the applicants a series of oral or written questions regarding their background. *The applicants just log in to a website and answer the questions. *The program measures the time taken to complete each question

Types of questions that can be asked in interviews The second part Types of questions that can be asked in interviews General questions Specific questions

General questions *What are your main points of strength and weakness? *What would you like to do in the next 5 years? Why do you want this job? What led you to be interested in this job? What difficulties have you faced in the past? How did you overcome? This type of questions doesn’t provide much information about how the candidate will do on the job.

Specific questions *Situational questions *Behavioral questions How they react to a hypothetical situation today or tomorrow *Behavioral questions How they reacted to actual situations in the past *Job related questions Which courses did you like best in your study *stress questions How they can deal with the difficult situations

The errors that undermine an interview's usefulness The third part The errors that undermine an interview's usefulness

The First Error Snap judgment The interviewers tend to jump to conclusions – make snap judgment about the applicant during the first few minutes of the interview based on his personal appearance, his walk, his smile and so on

Not clarifying the job’s requirements The second error Not clarifying the job’s requirements The interviewers who do not have more information about the job, usually make their decisions based on incorrect impressions or stereotypes of what a good applicant is

Effect of personal characteristics The Third Error Effect of personal characteristics The interviewers are influenced by personal characteristics such as attractiveness, gender and disability. The candidates who have poor physical attributes have less chance to obtain the job even when they perform very well in the interview

There are things that un interviewer and candidate can do to make the interview more successful

Using structured interviews Clarifying the job’s requirements For the interviewer He should Using structured interviews Clarifying the job’s requirements Avoiding the assessment of the applicants based on the first impression

What makes a good applicant so he must utilize that fact Clever candidate must know that the interviewers ratings are affected by the applicant’s nonverbal behavior. so he must utilize that fact

he can appear to agree with the interviewer’s opinions he can appear to agree with the interviewer’s opinions. Doing so means that they share the same believes He can promote his accomplishments to create the impression of competence

Any person has half a minute to make an impact and after that, all he is doing is building on a good or a bad first impression

overcome that very bad impression. The bottom line is that, an applicant who starts well could easily end up with high ratings, but if a candidate starts poorly, it’s impossible to overcome that very bad impression.

How can you conduct un successful interview?

How to Conduct an effective Interview 1- Make sure you know the job Do not start the interview unless you understand the job and what human skills you’re looking for. Study the job description. 2- Structure the interview Base questions on actual job duties. Use job knowledge, situational, or behavioral questions, Use descriptive rating scales (excellent, fair, poor) to rate answers. If possible, use a standardized interview form. 3- Get organized Hold the interview in a private room where telephone calls are not accepted and you can minimize interruptions. STEP 4: Copyright © 2013 Pearson Education

How to Conduct an Effective Interview 4- Establish rapport start by putting the person at ease. Greet the candidate and start the interview by asking question, about the weather or the traffic conditions that day. Also, let the candidate know what the timeframe is for the interview. 5- Ask questions Try to follow the situational, behavioral, and job knowledge questions. Copyright © 2013 Pearson Education

How to Conduct an Effective Interview 6- Take notes Take brief notes while conducting the interview. Doing so may help avoid making a snap decision and may also help jog your memory once the interview is complete. 7- Close the interview Leave time to answer any questions the candidate may have and, if appropriate, to advocate your firm to the candidate. 8- Review the interview After the candidate leaves, review your interview notes. Then score the interview guide answers and make a decision. Copyright © 2013 Pearson Education

the Selection Interview The concept of the Selection Interview Selection interview is a selection procedure designed to predict future job performance based on applicants’oral responses to oral inquires

The Need for Effective Recruiting Why recruiting is important? What makes recruiting a challenge? How organize the recruitment? How to measure recruiting effectiveness? Effective recruiting allows a company to fill open positions while their competitors may have missed solid opportunities. If, for example, you fill open positions 50% faster than industry average, you are more likely to get better talent onboard more quickly. Effective recruiting is a challenge for several reasons. First, some recruiting methods are superior to others. Second, the success you have recruiting depends on non-recruitment issues andpolicies. Third, employment law prescribes what you can and cannot do when recruiting. For many firms, it’s simply much easier to recruit centrally now that somuch recruiting is on the Internet. Face-to-face interviewing is the usual culmination of the preliminary recruiting done through the internet. With respect to the role of the supervisor in recruiting, the HR manager charged with filling an open position is seldom very familiar with the job itself. Someone has to tell this person what the position really entails, and what key things to look or watch out for. Only the position’s supervisor can do this. Copyright © 2013 Pearson Education

Why Recruiting Is Important . Why Recruiting Is Important Finding the best employees takes time, and being effective is crucial to organizational success. Effective recruiting allows a company to fill open positions & hiring better talent than competitors more quickly. The justified belief is that the better the employees, the better the company. Even with high unemployment rates, finding qualified employees can be difficult. Copyright © 2013 Pearson Education

What makes recruiting a challenge First, some recruiting methods are superior to others. Second, the success of recruiting depends on non-recruitment issues and policies. Third, employment law prescribes what you can and cannot do when recruiting. Copyright © 2013 Pearson Education

Organizing how you recruit For many firms, it’s much easier to recruit centrally for many reasons: to apply the company’s strategic priorities to reduce duplication, the widening use of the Internet. The HR manager who is charged with filling an open position is seldom familiar with the job itself. Someone has to tell him what the position really entails, and what key things to look for. Only the supervisor can do this. Copyright © 2013 Pearson Education

Testing candidates

Types of tests Personality tests Performanc tests Cognitive tests Personality tests which are given to some jobs such as sales jobs to draw conclusion about the person behaviour Which are given to some jobs such as financial jobs Which are given to secretarial and technical jobs

Advantages and disadvantages of tests The advantages The disadvantages It helps to verify the accuracy of the data in the application form The high cost of tests. It requires experts to design them It distinguish between the candidates based on objective criterias The problem of stress and anxiety associated with tests