Human Resource Management TWELFTH EDITION G A R Y D E S S L E R B I J U V A R K K E Y Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e Interviewing Candidates Chapter 7 Part 2 | Recruitment and Placement

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–2 After studying this chapter, you should be able to: 1.List the main types of selection interviews. 2.Explain and illustrate at least six factors that affect the usefulness of interviews. 3.Explain and illustrate each guideline for being a more effective interviewer. 4.Effectively interview a job candidate. 5.Describe a structured situational interview. 6.List the steps in a streamlined interview process. 7.List the guidelines for interviewees.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–3 Basic Features of Interviews Interview Structure Interview Administration Selection Interviews Interview Content

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–4 Types of Interviews Selection Interview Appraisal Interview Exit Interview Types of Interviews

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–5 Interview Formats Unstructured or Nondirective Interview Interview Formats Structured or Directive Interview

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–6 FIGURE 7–1 Officer Programs Applicant Interview Form Source: Adapted from ograms/OProgramForms/PDFS/D CA/Interview%20CG-5527.pdf. Accessed May 9, 2007.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–7 FIGURE 7–1 Officer Programs Applicant Interview Form (continued) Source: Adapted from ograms/OProgramForms/PDFS/D CA/Interview%20CG-5527.pdf. Accessed May 9, 2007.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–8 Interview Content Situational Interview Stress Interview Behavioral Interview Job-Related Interview Types of Questions

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–9 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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–10 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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–11 Designing and Conducting An Effective Interview The Structured Situational InterviewThe 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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–12 How to Conduct a More Effective Interview Suggestions : Prepare for the Interview Structure Your Interview Establish Rapport Ask Questions Close the Interview 6 Review the Interview

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–13 Effective Interviews Structure the Interview:Structure the Interview: 1. Use job knowledge, situational or behavioral questions, and objective criteria to evaluate interviewee’s responses. 2. Base questions on actual job duties. 3. Train interviewers. 4. Use the same questions with all candidates. 5. Use descriptive rating scales (excellent, fair, poor) to rate answers. 6. Use multiple interviewers or panel interviews. 7. If possible, use a standardized interview form. 8. Take control of the interview. 9. Take brief, unobtrusive notes during the interview. 10. Close the interview positively and review it soon.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–14 FIGURE 7–2Examples of Questions That Provide Structure Source: Michael Campion, David Palmer, and James Campion, “A Review of Structure in the Selection Interview,” Personnel Psychology (1997), p 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?

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–15 FIGURE 7–3Suggested Supplementary Questions for Interviewing Applicants 1.How and why did you choose this line of work? 2.What did you enjoy most about your last job? 3.What did you like least about your last job? 4.What has been your greatest frustration or disappointment on your present job? Why? 5.What are some of the pluses and minuses of your last job? 6.What were the circumstances surrounding your leaving your last job? 7.Did you give notice? 8.Why should we be hiring you? 9.What do you expect from this employer? 10.What are three things you will not do in your next job? 11.What would your last supervisor say your three weaknesses are? 12.What are your major strengths? 13.How can your supervisor best help you obtain your goals? 14.How did your supervisor rate your job performance? 15.In what ways would you change your last supervisor? 16.What are your career goals during the next 1–3 years? 5–10 years? 17.How will working for this company help you reach those goals? 18.What did you do the last time you received instructions with which you disagreed? 19.What are some things about which you and your supervisor disagreed? What did you do? 20.Which do you prefer, working alone or working with groups? 21.What motivated you to do better at your last job? 22.Do you consider your progress in that job representative of your ability? Why? 23.Do you have any questions about the duties of the job for which you have applied? 24.Can you perform the essential functions of the job for which you have applied? Source: Reprinted from with permission of the publisher Business and Legal Reports, Inc. 141 Mill Rock Road East, Old Saybrook, CT © 2004.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–16 FIGURE 7–4 Interview Evaluation Form Source: Reprinted from with permission of the publisher Business and Legal Reports Inc. 141 Mill Rock Road East, Old Saybrook, CT © 2004.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–17 FIGURE 7–5Interview Questions to Ask

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–18 FIGURE 7–A1 Structured Interview Guide Source: Copyright The Dartnell Corporation, Chicago, IL. Adapted with permission.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–19 FIGURE 7–A1 Structured Interview Guide (continued)

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–20 FIGURE 7–A1 Structured Interview Guide (continued)

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 7–21 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