Interviewing Candidates © 2008 Prentice Hall, Inc. All rights reserved. Part 2 | Recruitment and Placement Chapter 7 Interviewing Candidates

After studying this chapter, you should be able to: List the main types of selection interviews. Explain and illustrate at least six factors that affect the usefulness of interviews. Explain and illustrate each guideline for being a more effective interviewer. Effectively interview a job candidate. © 2008 Prentice Hall, Inc. All rights reserved.

Basic Features of Interviews Interview Structure Interview Administration Selection Interviews Interview Content © 2008 Prentice Hall, Inc. All rights reserved.

Types of Interviews and Formats © 2008 Prentice Hall, Inc. All rights reserved.

Types of Interviews Types of Interviews Selection Interview Appraisal Interview Exit Interview Types of Interviews © 2008 Prentice Hall, Inc. All rights reserved.

Interview Formats Interview Formats Unstructured or Nondirective Interview Interview Formats Structured or Directive Interview © 2008 Prentice Hall, Inc. All rights reserved.

Structured v. Non-Structured Interviews

STRUCTURED INTERVIEW Avoid Legal Issues Advantages Disadvantages Avoid Legal Issues All applicants are asked the same questions. All applicants are given the same timeframe in which to answer the questions. Wastes no time! Not all applicants complete the questions asked. Leaves little room for clarification.

Non-Structured Interview Advantages Disadvantages: Allows for a more general conversation. Allows for greater flexibility Allows for interviewees to “be themselves.” Legal issues could arise from missteps taken by the interviewer. Could be difficult to determine actual qualifications of the candidate.. No formal guidelines.

Administering the Interview Unstructured Sequential Interview Structured Sequential Interview Panel Interview Mass Interview Phone and Video Interviews Computerized Interviews Web-Assisted Interviews Ways in Which Interviews Can Be Conducted © 2008 Prentice Hall, Inc. All rights reserved.

TYPES OF INTERVIEW QUESTIONS

Situational Interview Job-Related Interview Interview Content Situational Interview Stress Interview Behavioral Interview Job-Related Interview Types of Questions © 2008 Prentice Hall, Inc. All rights reserved.

FIGURE 7–2 Examples of Questions That Provide Structure Situational Questions 1. Suppose a co-worker was not following standard work procedures. The co-worker was more experienced than you 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 co-worker? 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 7. What steps would you follow to conduct a brainstorming session with a group of employees on safety? 8. What factors should you consider when developing a television advertising campaign? Note: These questions provide structure, insofar as they are job-related and the employer can be consistent in asking them of all candidates. © 2008 Prentice Hall, Inc. All rights reserved. Source: Michael Campion, David Palmer, and James Campion, “A Review of Structure in the Selection Interview,” Personnel Psychology (1997), p. 668.

FIGURE 7–3 Suggested Supplementary Questions for Interviewing Applicants How did you choose this line of work? What did you enjoy most about your last job? What did you like least about your last job? What has been your greatest frustration or disappointment in your present job? Why? What are some of the pluses and minuses of your last job? What were the circumstances surrounding your leaving your last job? Did you give notice? Why should we be hiring you? What do you expect from this employer? What are three things you will not do in your next job? What would your last supervisor say your three weaknesses are? What are your major strengths? How can your supervisor best help you obtain your goals? How did your supervisor rate your job performance? In what ways would you change your last supervisor? What are your career goals during the next 1–3 years? 5–10 years? How will working for this company help you reach those goals? What did you do the last time you received instructions with which you disagreed? What are some things about which you and your supervisor disagreed? What did you do? Which do you prefer, working alone or working with groups? What motivated you to do better at your last job? Do you consider your progress in that job representative of your ability? Why? Do you have any questions about the duties of the job for which you have applied? Can you perform the essential functions of the job for which you have applied? © 2008 Prentice Hall, Inc. All rights reserved. Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports, Inc. 141 Mill Rock Road East, Old Saybrook, CT © 2004.

FIGURE 7–A1 Interview Questions to Ask What is the first problem that needs the attention of the person you hire? What other problems need attention now? What has been done about any of these to date? How has this job been performed in the past? Why is it now vacant? Do you have a written job description for this position? What are its major responsibilities? What authority would I have? How would you define its scope? What are the company’s five-year sales and profit projections? What needs to be done to reach these projections? What are the company’s major strengths and weaknesses? What are its strengths and weaknesses in production? What are its strengths and weaknesses in its products or its competitive position? Whom do you identify as your major competitors? What are their strengths and weaknesses? How do you view the future for your industry? Do you have any plans for new products or acquisitions? Might this company be sold or acquired? What is the company’s current financial strength? What can you tell me about the individual to whom I would report? What can you tell me about other persons in key positions? What can you tell me about the subordinates I would have? How would you define your management philosophy? Are employees afforded an opportunity for continuing education? What are you looking for in the person who will fill this job? © 2008 Prentice Hall, Inc. All rights reserved. Source: H. Lee Rust, Job Search: The Complete Manual for Job Seekers, 1991 H. Lee Rust. Published by AMACOM, division of American Management Assn. Intl., New York, NY.

Applicant Disability and the Employment Interview

Managing the New Workforce “The basic finding was that the disabled people felt that interviewers tend to avoid directly addressing the disability, and therefore make their decisions without all the facts…” Research and Evaluation Center at the National Center for Disability Services Andrea Rodriguez and Fran Prezant, “Better Interviews for People with Disabilities,” Workforce, Workforce.com, assessed November 14, 2003

This is highly questionable and NOT RECOMMENDED BY YOUR INSTRUCTOR!!! Legal Questions??? Is there any kind of setting or special equipment that will facilitate the interview process for you? Is there any specific technology that you currently use or have used in previous jobs that assist the way you work? Is there any technology that you don’t currently have that would be helpful in performing the duties of this position? Do you foresee your technology needs changes in the near future? Why and how? Other than technology, what other kind of support did you have in previous jobs? If none, is there anything that would benefit you? Discuss a barrier or obstacle, if any, that you have encountered in any of your previous jobs. How was it addressed. Do you anticipate any transportation or scheduling issues with the work schedule expected of this position? This is highly questionable and NOT RECOMMENDED BY YOUR INSTRUCTOR!!!

THE INTERVIEW…

What Can Undermine An Interview’s Usefulness? Nonverbal Behavior and Impression Management Applicant’s Personal Characteristics Interviewer Behavior Factors Affecting Interviews First Impressions (Snap Judgments) Interviewer’s Misunderstanding of the Job Candidate-Order (Contrast) Error and Pressure to Hire © 2008 Prentice Hall, Inc. All rights reserved.

How to Conduct a More Effective Interview Suggestions: 1 3 2 Structure Your Interview 4 Prepare for the Interview 5 Establish Rapport 6 Ask Questions Close the Interview Review the Interview © 2008 Prentice Hall, Inc. All rights reserved.

Effective Interviews Structure the Interview: Base questions on actual job duties. Use job knowledge, situational or behavioral questions, and objective criteria to evaluate interviewee’s responses. Train interviewers. Use the same questions with all candidates. Use descriptive rating scales (excellent, fair, poor) to rate answers. Use multiple interviewers or panel interviews. If possible, use a standardized interview form. Take control of the interview. Take brief, unobtrusive notes during the interview. © 2008 Prentice Hall, Inc. All rights reserved.

Designing and Conducting An Effective Interview The Structured Situational Interview Use either situational questions or behavioral questions that yield high criteria-related validities. Step 1: Job Analysis Step 2: Rate the Job’s Main Duties Step 3: Create Interview Questions Step 4: Create Benchmark Answers Step 5: Appoint the Interview Panel and Conduct Interviews © 2008 Prentice Hall, Inc. All rights reserved.

Take brief, unobtrusive notes during the interview. NOTE: Notes can be summonable in a court of law! Notes need to be brief, i.e., nothing that reflects a bias or opinion. Notes should never be written on the applicants resume. Write on a separate piece of paper. Notes should be based only on the applicants responses. Notes After the Interview: If you wish to write a comment down regarding an interview, do not write it down during the interview. Reserve all personal notes until after the interview is conducted. Shred personal notes after you’ve completed the interview process. © 2008 Prentice Hall, Inc. All rights reserved.

How to Take Notes During an Employee Interview | Everyday Life - Global Post KEEP IN MIND! “If you're interviewing and hiring practices are ever called into question, any notes you make on the employment application and resume could be subpoenaed for production if an unsuccessful candidate pursues legal action to prove that you or your organization engaged in discriminatory selection practices.”

EVALUATION FORMS

QUESTIONS WEIGHTED © 2008 Prentice Hall, Inc. All rights reserved.

FIGURE 7–4 Interview Evaluation Form Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports Inc. 141 Mill Rock Road East, Old Saybrook, CT © 2004. © 2008 Prentice Hall, Inc. All rights reserved.

FIGURE 7–A2 Structured Interview Guide © 2008 Prentice Hall, Inc. All rights reserved.

FIGURE 7–A2 Structured Interview Guide (cont’d) © 2008 Prentice Hall, Inc. All rights reserved.

FIGURE 7–A2 Structured Interview Guide (cont’d) © 2008 Prentice Hall, Inc. All rights reserved.

EXIT INTERVIEWS © 2008 Prentice Hall, Inc. All rights reserved.

Exit Interviews Should be conducted weeks prior to incumbent leaving. Possible issues/items on the table: Loose ends Incomplete/on-going projects Companies SWOT as they view it. Things that could be improved upon as a company. Possible intern training, only if the company deems necessary to ask. Most companies will not. Necessary issues: COBRA, Unemployment insurance, additional benefits, golden parachute, if contracted. © 2008 Prentice Hall, Inc. All rights reserved.

EXIT INTERVIEW SUMMARIES Advantages Disadvantages Allows employers to “find out” problem areas of the company. Allows for good public relations Gives exiting employees a chance to “vent” or feel they’ve made a contribution. Much of the information collected is not shared with previous supervisors/managers. Much of the information is not utilized by the company to investigate or make improvements. Many companies do not have a formal procedure for exit interviews.

K E Y T E R M S unstructured or nondirective interview structured or directive interview situational interview behavioral interview job-related interview stress interview unstructured sequential interview structured sequential interview panel interview mass interview candidate-order error © 2008 Prentice Hall, Inc. All rights reserved.