Basic Information for All Types of Interviews

Basic Information for All Types of Interviews
Chapter 7 Basic Information for All Types of Interviews Communicating for Results, 10th edition

Communicating for Results, 10th edition
Chapter 7 Objectives Define the term interview Identify and describe three phases of an effective interview List the types of questions used in an interview Summarize the methods for organizing interview questions List five tips on how to answer questions effectively during an interview Communicating for Results, 10th edition

Counseling Interview Intent of counseling interview is to help interviewee uncover and solve “career-related personal or interpersonal problems” Interview may be emotional or defensive Communication skills important to establish needed climate of trust Communicating for Results, 10th edition

Employment Interview One of most important types because in it some of the most critical organizational and personnel decisions are made Ultimate productivity of an organization depends on the ability of its management to recruit and select the best personnel Typically involves one prospective employee and one prospective employer Communicating for Results, 10th edition

Exit Interview Company problems can be identified and corrected while they are still small Requires careful listening and reading between the lines Good way to create goodwill for the organization Communicating for Results, 10th edition

Grievance, or Confrontation, Interview
Encounter involving conflict and its resolution Important participants express feelings honestly and remain cooperative Interviewer must be a good listener and a problem solver Communicating for Results, 10th edition

Group Interview When there are more interviewees than interviewers, called panel interview Often called focus groups When there are more interviewers than interviewees, called board interview Communicating for Results, 10th edition

General Suggestions for Group Interviewees
Be prepared for confusion and noise If possible, learn who the panelists are ahead of time If possible, determine why a group interview is being used Appear confident and in control Make your answers direct, brief, honest, sincere Communicating for Results, 10th edition

Specific Suggestions for Panel Interviewees
Speak to everyone, not just the interviewer Take an active role but don’t always speak first Communicating for Results, 10th edition

Specific Suggestions for Board Interviewees
Try not to be one of the first applicants interviewed If possible, sit where you won’t have to constantly move your head back and forth to see all interviewers Make eye contact with all interviewers and not just person who asks a question Stick by your answers Communicating for Results, 10th edition

Informational Interview
In an information-giving interview, interviewer wants to impart important information In an information-seeking interview, interviewer wants information from the interviewee Information-seeking interviews especially useful for people who are planning a career, anticipating a career change, or planning for future promotion Communicating for Results, 10th edition

Informational Interview
Find people to interview through friends, coworkers, professors, parents, and bosses May want to call human relations department of relevant company Be sure to follow basic organization of opening, question-asking, and closing phases Take only minimal notes Use verbal and nonverbal probes Ask follow-up questions Listen carefully Communicating for Results, 10th edition

Interrogation Interview
Usually some type of offense involved Interviewer should begin interview by discussing topic of interest to the interviewee to assess nonverbal behaviors when relatively relaxed Most questions should be open-ended Communicating for Results, 10th edition

Performance Review There are some excellent ways to use a performance review: Recognize and reward employee contribution Give employees feedback on their standing in eyes of company Discover and help solve communication problems between employees or between employer and employee Motivate employees by setting future performance objectives Communicating for Results, 10th edition

Performance Review Content of performance review should be relevant to job include only observable aspects of the job, avoid vague facts Covered by equal employment opportunity guidelines and civil rights legislation Must be standardized in form, method, and application Should avoid assessment of traits that can’t be judged objectively Communicating for Results, 10th edition

Performance Review Review will be more productive if employee is actively involved in assessing his or her performance New approach is 360 degree feedback Performance feedback obtained from boss and employee and anonymously from subordinates, peers, and coworkers Communicating for Results, 10th edition

Persuasive Interview Persuasion is not coercion or trickery Persuasive interviews, more likely to succeed if you can convince interviewee your proposal will satisfy one or more unmet needs, is consistent with beliefs, attitudes, and values, is practical and affordable, has benefits that outweigh any objections, is best course of action available Communicating for Results, 10th edition

Telephone or Skype Interview
As cost of transportation increases, companies using telephone interview and interviews on Skype more often Most Skype interviews are more for screening purposes Prepare the same way you would for face-to-face interview Keep file of personal information and company information close by Listen to question carefully before answering Gave complete answers when possible Communicating for Results, 10th edition

Telephone or Skype Interview
Additional suggestions to follow when you are interviewed on Skype: Practice using Skype ahead of time Better to plug your computer directly into an ethernet port instead of using Wifi Turn on all your lights Dress professionally You should sound enthusiastic and professional While speaking, look directly into the camera Make sure about time of interview Communicating for Results, 10th edition

Opening Phase The opening phase of an interview includes three steps: Rapport Orientation Motivation Normally these steps followed in order listed Feel free to order steps in the way that best fits Communicating for Results, 10th edition

Opening Phase Rapport First impressions are difficult to erase There is no magic formula for establishing rapport or making good first impression Interviewee can begin to create good first impression by being on time, dressing appropriately, being well prepared, and appearing confident and relaxed Interviewer can help establish rapport by referring to mutual acquaintance or topic of mutual interest Communicating for Results, 10th edition

Opening Phase Orientation Should include at least the following information: Verification of interviewee’s name Interviewer’s name and why he or she is person conducting interview Purpose or desired outcome of interview What information is needed and how it will be used Appropriate length of interview Communicating for Results, 10th edition

Motivation Third step in opening phase is to motivate interviewee to give straightforward, complete answers Type of motivation depends on person and circumstances Communicating for Results, 10th edition

Question-Response Phase
Heart of the interview Both interviewer and interviewee have opportunity to ask and respond to questions Both participants should carefully prepare for question-response phase Interviewer should decide what information needs to be sought and then plan necessary questions Interviewer should also anticipate possible responses Interviewee should also anticipate possible questions Communicating for Results, 10th edition

Closing Phase Should begin with summary of major points covered in interview Interviewee should have chance to ask questions Interview should always end with participants thanking the other for their time and cooperation Should also include agreement on what follow-up will be and date for another meeting if one is needed Communicating for Results, 10th edition

Open-Ended Questions Broad questions that allow interviewee maximum freedom in deciding how much and what type of information to give Can be effective because they tend to relax most interviewees Reveal what the interviewee thinks is important Responses may be time consuming Ambiguity may make nervous interviewees even more nervous Communicating for Results, 10th edition

Hypothetical Open Questions
Allow the respondent maximum freedom in deciding how to respond to an invented, but possible situation Have same advantages and disadvantages as open-ended questions Allow interviewer great flexibility in designing question to fit any situation Communicating for Results, 10th edition

Direct Questions Short questions requiring a short answer or simple “Yes” or “No” They limit responses, save time, and may be more relaxing Many interviewees will expand on a short answer or yes or no answer with an explanation of their response They usually reveal only limited information Communicating for Results, 10th edition

Closed Questions Limit interviewee’s choice of answers to one of the answers supplied in the question They give the interviewer maximum control over the questions and answers, answers are easy to interpret, and more questions can be asked in less time Do not allow for detailed explanations There is no certainty interviewee’s answer was his or her real preference Communicating for Results, 10th edition

Loaded Questions Questions that have no correct answers but are designed to get an emotional response Seldom used Unless care is taken can backfire Can be valuable in determining how well person handles pressure or in stimulating a reticent or hostile respondent Communicating for Results, 10th edition

Leading Questions Implies the correct answer Can be helpful in determining whether the respondent is giving honest answers or merely being a “yes” person Interviewers often confuse with direct questions Communicating for Results, 10th edition

Third-Person Questions
Answer is usually personal opinion of respondent Generally what interviewer really wants to know Communicating for Results, 10th edition

Verbal and Nonverbal Probes
Usually single words or phrases requesting more information or a judgment A nonverbal probe often can produce the same result as a verbal probe Communicating for Results, 10th edition

Decide How to Best Organize Questions
Interviewers who jump back and forth between general areas find it difficult to remember what was discussed and what answers were given Think of yourself as a detective You are trying to gather enough facts to make a decision Communicating for Results, 10th edition

Funnel Sequence Questions move from the general to the specific Most common method of organizing questions Usually relaxes interviewee and eliminates the need to ask many of the planned questions because interviewee volunteers the information Communicating for Results, 10th edition

Inverted Funnel Sequence
Questions move from specific to general Typically used with reluctant, shy, or unmotivated respondents The effective interview is flexible and can switch from funnel to inverted funnel as needed Communicating for Results, 10th edition

Hourglass Sequence When interviewee’s answer to the last question in a funnel sequence isn’t at all what you expected, you will want to reopen the questioning to clarify missing information Each question would then become more and more general until you end with a final summary question Communicating for Results, 10th edition

Diamond Sequence When the answer to your final question in an inverted funnel sequence is unexpected or unclear, diamond sequence is used To clarify the answer, you will want to reopen the questioning Communicating for Results, 10th edition

Be Prepared to Answer Questions Effectively
The following suggestions can help interviewees in any type of interview: Try to relax and be yourself If a question catches you off guard, don’t rush unprepared into an answer If you don’t know or can’t remember certain information, say so Don’t be pressured into saying more than you want to say Use open-ended questions to present the information you want the interviewer to know Communicating for Results, 10th edition

The following suggestions can help interviewees in any type of interview: Listen carefully to hypothetical open questions Be attentive to interviewer’s intentions when direct questions are asked Don’t let closed questions limit you to an incorrect answer Always answer the question as given, but if your preferred answer is not one of the choices in the question, make sure to express it also Communicating for Results, 10th edition

The following suggestions can help interviewees in any type of interview: Avoid answering yes or no to a loaded question Beware of leading questions Don’t let the interviewer put words in your mouth Be aware that third-party questions are often aimed at getting you to say more than you planned to say Communicating for Results, 10th edition

Basic Information for All Types of Interviews

Similar presentations

Presentation on theme: "Basic Information for All Types of Interviews"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

Basic Information for All Types of Interviews

Similar presentations

Presentation on theme: "Basic Information for All Types of Interviews"— Presentation transcript:

Similar presentations

About project

Feedback