1. 7 Interviewing Candidates 7-1

2. Copyright © 2015 Pearson Education, Inc.7-2 Learning Objectives 1.List and give examples of the main types of selection interviews. 2.List and explain the main errors that can undermine an interview’s usefulness.

3. Copyright © 2015 Pearson Education, Inc.7-3 Learning Objectives 3. Define a structured situational interview and give examples of situational questions, behavioral questions, and background questions that provide structure. 4. What are the main points to know about developing and extending the actual job offer?

4. Copyright © 2015 Pearson Education, Inc.7-4 List and give examples of the main types of selection interviews.

5. Copyright © 2015 Pearson Education, Inc.7-5 Basic Types of Interviews Structured vs. unstructured Questions to ask o Situational o Behavioral o Job-related o Stress o Puzzle questions

6. © 2005 Prentice Hall Inc. All rights reserved. 7–6 Personal or Individual Interviews Unstructured sequential interview An interview in which each interviewer forms an independent opinion after asking different questions. Structured sequential interview An interview in which the applicant is interviewed sequentially by several persons; each rates the applicant on a standard form. Panel interview An interview in which a group of interviewers questions the applicant.

7. © 2005 Prentice Hall Inc. All rights reserved. 7–7 Personal or Individual Interviews Panel (broad) interview An interview in which a group of interviewers questions the applicant. Mass interview A panel interviews several candidates simultaneously.

8. 7–8 Interview Content: Types of Questions Situational interview A series of job-related questions that focus on how the candidate would behave in a given situation. Behavioral interview A series of job-related questions that focus on how they reacted to actual situations in the past. Job-related interview A series of job-related questions that focus on relevant past job- related behaviors.

9. © 2005 Prentice Hall Inc. All rights reserved. 7–9 Structured Interview Guide Figure 7–1a Source: Copyright 1992. The Dartnell Corporation, Chicago, IL. Adapted with permission.

10. © 2005 Prentice Hall Inc. All rights reserved. 7–10 Structured Interview Guide (cont’d) Figure 7–1b Source: Copyright 1992. The Dartnell Corporation, Chicago, IL. Adapted with permission.

11. © 2005 Prentice Hall Inc. All rights reserved. 7–11 Structured Interview Guide (cont’d) Figure 7–1c Source: Copyright 1992. The Dartnell Corporation, Chicago, IL. Adapted with permission.

12. Copyright © 2015 Pearson Education, Inc.7-12 Administering Interviews Panel Phone Video/web-assisted Computerized Second Life Speed dating Case interviews

13. © 2005 Prentice Hall Inc. All rights reserved. 7–13 Computerized Interviews Computerized selection interview An interview in which a job candidate’s oral and/or computerized replies are obtained in response to computerized oral, visual, or written questions and/or situations. Characteristics Reduces amount of time managers devote to interviewing unacceptable candidates. Applicants are more honest with computers Avoids problems of interpersonal interviews Mechanical nature of computer-aided interview can leave an applicant dissatisfied.

14. https://www.youtube.com/watch?v=blSykLIsp4o https://www.youtube.com/watch?v=YRbtXb9fWmI https://www.youtube.com/watch?v=sDxmMkgPmaQ Copyright © 2015 Pearson Education, Inc.14

15. Copyright © 2015 Pearson Education, Inc.7-15 IMPROVING PERFORMANCE: HR as a Profit Center Great Western Bank uses a computerized job interview o Candidate responds via a touch screen and a microphone o Applicant can see what the job is really like o Those hired are reportedly 26% less likely to leave within 90 days o Turnover costs reduced

16. Copyright © 2015 Pearson Education, Inc.7-16 Three Ways to Make the Interview Useful Structure the interview Carefully select traits to assess Beware of committing interviewing errors

17. Copyright © 2015 Pearson Education, Inc.7-17 Review Structured vs. unstructured Questions to ask o Situational o Behavioral o Job-related o Stress o Puzzle questions Administration o Panel o Phone o Video/web- assisted o Computerized

18. Copyright © 2015 Pearson Education, Inc.7-18 List and explain the main errors that can undermine an interview’s usefulness.

19. Copyright © 2015 Pearson Education, Inc.7-19 Snap judgments Job requirements not clear Candidate-order & pressure to hire Nonverbal behavior & impression management Personal characteristics Interviewer mistakes Errors That Undermine Interviews

20. © 2005 Prentice Hall Inc. All rights reserved. 7–20 Factors Affecting Interviews First impressions The tendency for interviewers to jump to conclusions—make snap judgments—about candidates during the first few minutes of the interview. Negative bias: unfavorable information about an applicant influences interviewers more than does positive information.

21. © 2005 Prentice Hall Inc. All rights reserved. 7–21 Factors Affecting Interviews (cont’d) Misunderstanding the job Not knowing precisely what the job entails and what sort of candidate is best suited causes interviewers to make decisions based on incorrect stereotypes of what a good applicant is. Candidate-order error An error of judgment on the part of the interviewer due to interviewing one or more very good or very bad candidates just before the interview in question.

22. © 2005 Prentice Hall Inc. All rights reserved. 7–22 Factors Affecting Interviews (cont’d) Nonverbal behavior and impression management Interviewers’ inferences of the interviewee’s personality from the way he or she acts in the interview have a large impact on the interviewer’s rating of the interviewee. Clever interviewees attempt to manage the impression they present to persuade interviewers to view them more favorably.

23. © 2005 Prentice Hall Inc. All rights reserved. 7–23 Factors Affecting Interviews (cont’d) Interviewer behaviors affecting interview outcomes Inadvertently telegraphing expected answers. Talking so much that applicants have no time to answer questions. Letting the applicant dominate the interview. Acting more positively toward a favored (or similar to the interviewer) applicant.

24. Copyright © 2015 Pearson Education, Inc.7-24 IMPROVING PERFORMANCE: HR Practices Around the Globe Selection Practices Abroad o Traditional selection practices o Cultural demands

25. Copyright © 2015 Pearson Education, Inc.7-25 Define a structured situational interview and give examples of situational questions, behavioral questions, and background questions that provide structure.

26. Copyright © 2015 Pearson Education, Inc.7-26 How to Design and Conduct an Effective Interview

27. Copyright © 2015 Pearson Education, Inc.7-27 Design and Conduct an Effective Interview 1.Analyze the job 2.Rate main duties 3.Create questions 4.Create benchmark answers 5.Appoint interview panel and conduct interviews

28. Copyright © 2015 Pearson Education, Inc.7-28 IMPROVING PERFORMANCE: HR Tools for Line Managers and Entrepreneurs How to Conduct an Effective Interview 1. Know the job 2. Structure the interview 3. Get organized 4. Establish rapport 5. Ask questions 6. Take brief notes 7. Close the interview 8. Review the interview

29. © 2005 Prentice Hall Inc. All rights reserved. 7–29 How to Conduct an Effective Interview Structure your interview: 1. Base questions on actual job duties. 2. Use job knowledge, situational, or behaviorally oriented questions and objective criteria to evaluate the interviewee’s responses. 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. Control the interview. 9. Take brief, unobtrusive notes during the interview.

30. © 2005 Prentice Hall Inc. All rights reserved. 7–30 Examples of Questions That Provide Structure Figure 7–3 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: So that direct comparisons can be made, an example is presented to assess both teamwork (1,3,5,7) and sales attributes (2,4,6,8) for each type of question. Source: Michael Campion, David Palmer, and James Campion, “A Review of Structure in the Selection Interview,” Personnel Psychology (1997), p. 668.

31. © 2005 Prentice Hall Inc. All rights reserved. 7–31 How to Conduct an Effective Interview (cont’d) Prepare for the interview Secure a private room to minimize interruptions. Review the candidate’s application and résumé. Review the job specifications Establish rapport Put the person at ease. Ask questions Follow your list of questions. Don’t ask questions that can be answered yes or no.

32. Copyright © 2015 Pearson Education, Inc.7-32 Talent Management: Profiles and Employee Interviews Use the same job profile (competencies, traits, knowledge, and experience) for creating interview questions as for recruiting o Testing o Training o Appraising and o Paying the employee

33. Copyright © 2015 Pearson Education, Inc.7-33 Job analysis Rating Creating questions Benchmark answers Create a panel and conduct interviews Review

34. Copyright © 2015 Pearson Education, Inc.7-34 What are the main points to know about developing and extending the actual job offer?

35. Copyright © 2015 Pearson Education, Inc.7-35 The job offer will include: o Pay rates o Benefits o Actual job duties There may be some negotiations When agreement is reached, the employer will extend a written job offer to the candidate Developing and Extending the Job Offer

36. Copyright © 2015 Pearson Education, Inc.7-36 Issues to Consider with the Written Offer A job offer letter has the: o Welcome sentence o Pay information o Benefits information o Paid leave information o Terms of employment

37. Copyright © 2015 Pearson Education, Inc.7-37 An employment contract includes: o Includes duration o Severance provisions o Nondisclosure requirements o Covenants not to compete The Employment Contract

38. Copyright © 2015 Pearson Education, Inc.7-38 Review Just as the job offer includes pay rates, benefits and job duties the letter of employment will also include these. The employment contract will include the term 3 years etc.