1. Interviewing Candidates 7 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-1

2. Learning Objectives 1.List the main types of selection interviews. 2.List and explain the main errors that can undermine an interview’s usefulness. 3.Define a structured situational interview. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-2

3. Learning Objectives 4.Explain and illustrate each guideline for being a more effective interviewer. 5.Give several examples of situational questions, behavioral questions, and background questions that provide structure. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-3

4. List the main types of selection interviews. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-4

5. Basic Types of Interviews Structured vs. unstructured Questions to ask o Situational o Behavioral o Job-related o Stress o Puzzle questions Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-5

6. Administering Interviews Panel Phone Video/web-assisted Computerized Second Life Speed dating Case interviews Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-6

7. Three Ways to Make the Interview Useful Structure the interview Carefully select traits to assess Beware of committing interviewing errors Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-7

8. Review Administration o Panel o Phone o Video/web- assisted o Computerized Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-8 Structured vs. unstructured Questions to ask Situational o Behavioral o Job-related o Stress o Puzzle questions

9. List and explain the main errors that can undermine an interview’s usefulness Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-9

10. Errors that Undermine Interviews Snap judgments Job requirements Candidate-order & pressure to hire Nonverbal behavior & impression management Personal characteristics Interviewer mistakes Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-10

11. Review Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-11

12. Define a structured situational interview Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-12

13. Designing & Conducting Structured Interviews 1.Analyze the job 2.Rate main duties 3.Create questions 4.Create benchmark answers 5.Appoint interview panel and conduct interviews Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-13

14. Review Job analysis Rating Creating questions Benchmark answers Create a panel and conduct interviews Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-14

15. Explain and illustrate each guideline for being a more effective interviewer Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-15

16. How to Conduct an Effective Interview There are 8 steps to conducting an effective interview 1.Make sure you know the job 2.Structure the interview 3.Get organized 4.Establish rapport Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-16

17. How to Conduct an Effective Interview 5.Ask questions 6.Take notes 7.Close the interview 8.Review the interview Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-17

18. Review Ask questions Take notes Close Review Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-18 Know the job Structure the interview Get organized Create rapport

19. Give several examples of situational questions, behavioral questions, and background questions that provide structure Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-19

20. Situational (What Would You Do) Questions Suppose your boss insisted that a presentation had to be finished by tonight. Your subordinate said she has to get home early to attend an online class, so she is unable to help you. What would you do? The CEO just told you that he’s planning on firing your boss, with whom you are very close, and replacing him with you. What would you do? Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-20

21. Behavioral (Past Behavior) Questions Tell me about a time when you had to deal with a particularly obnoxious person. Describe the situation in detail, and explain how you handled it. Tell me about a time when you were under a great deal of stress. What was the situation, and how did you handle it? Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-21

22. Background Questions What kind and how much experience have you had actually repairing automobile engines? Describe the types and years of experience you have had creating marketing programs for consumer products? Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-22

23. Review Situational Behavioral Background Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-23

24. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 7-24