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© 2003 Prentice Hall, Inc. 6-1 Instructor presentation questions: docwin@tampabay.rr.com Chapter 6 Interviewing Candidates
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© 2003 Prentice Hall, Inc. 6-2 Outline of Chapter 6 Basic features of interviews Types of interviews Structured versus unstructured interviews Interview content: types of questions Administering the interview Personal interviews Computerized interviews High-performance insight Online interviews Are interviews useful?
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© 2003 Prentice Hall, Inc. 6-3 Outline of Chapter 6 What can undermine an interviews usefulness? First impressions Misunderstanding the job Candidate order error and pressure to hire Nonverbal behavior and impression management Effect of personal characteristics: attractiveness, gender, race Interviewer behavior
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© 2003 Prentice Hall, Inc. 6-4 Outline of Chapter 6 Designing and conducting the effective interview The structured situational interview Step 1: Job analysis Step 2: Rate the job’s duties Step 3: Create interview questions Step 4: Create benchmark answers Step 5: Appoint the interview panel and conduct the interviews
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© 2003 Prentice Hall, Inc. 6-5 Outline of Chapter 6 How to conduct an interview Structure your interview Prepare for the interview Ask questions Close the interview Review the interview A streamlined effective interview High-performance insight Summary
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© 2003 Prentice Hall, Inc. 6-6 What You Should Be Able to Do 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
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© 2003 Prentice Hall, Inc. 6-7 What You Should Be Able to Do (Cont.) Effectively interview a job candidate Explain how to develop a structured or situational interview Discuss how to improve your performance as an interviewer
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© 2003 Prentice Hall, Inc. 6-8 Interview 101 An interview is a procedure designed to obtain information from a person through oral responses to oral inquiries A selection interview is a selection procedure designed to predict future job performance on the basis of applicants’ oral responses to oral inquiries Definition
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© 2003 Prentice Hall, Inc. 6-9 Basic Types of Interviews Selection interview’s three classifications are to be discussed fully in this chapter Appraisal interviews are given following performance appraisals and will be discussed later Exit interviews are performed when employees leave the company and will be discussed in later chapters
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© 2003 Prentice Hall, Inc. 6-10 Selection Interviews How it’s structured How it’s administered The content
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© 2003 Prentice Hall, Inc. 6-11 How Interviews Are Structured Directive Applicant Interview Guide Nondirective
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© 2003 Prentice Hall, Inc. 6-12 Content Interview content Situational Behavioral Job related Stress
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© 2003 Prentice Hall, Inc. 6-13 Puzzle Questions “Mike and Todd have $21 between them. Mike has $20 more than Todd. How much money has mike, and how much money has Todd?” $0.50 $20.50
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© 2003 Prentice Hall, Inc. 6-14 Interview Administration How administered Personal Unstructured sequential Structured sequential Panel Mass Computerized
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© 2003 Prentice Hall, Inc. 6-15 Computerized Interviews Computers, not people Specific questions Multiple-choice format Rapid-fire sequence Requires concentration Helps reject unacceptable candidates Saves time
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© 2003 Prentice Hall, Inc. 6-16 Are Interviews Useful? Interviews are a good predictor of performance Interviews should be structured and situational Be careful what types of traits you try to assess Check out recruiter chat at this page
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© 2003 Prentice Hall, Inc. 6-17 What Can Undermine Success in an Interview? First impressions Job misunderstanding Candidate order error Interviewer behavior Personal characteristics Nonverbal behavior management
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© 2003 Prentice Hall, Inc. 6-18 1. Explain and illustrate the basic ways in which you can classify selection interviews. 2. Briefly describe each of the following possible types of interviews: unstructured panel interviews; structured sequential interviews; job-related structured interviews. 3. For what sorts of jobs do you think computerized interviews are most appropriate? Why?
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© 2003 Prentice Hall, Inc. 6-19 Effect of Personal Characteristics Attractiveness Race Gender
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© 2003 Prentice Hall, Inc. 6-20 5 Steps in Interview Design Job Analysis Rate the Job Duties Create Interview Questions Create Benchmark Answers Appoint Panel & Conduct Interviews
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© 2003 Prentice Hall, Inc. 6-21 How to Structure and Conduct Your Interview Base questions on actual job duties Use knowledge, situational questions and objective criteria to evaluate Train interviewers Use same questions
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© 2003 Prentice Hall, Inc. 6-22 How to Structure and Conduct Your Interview Rating scales to rate answers Use panel interviews Use a structured interview form Control the interview
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© 2003 Prentice Hall, Inc. 6-23 Prepare for the Interview Do interview in a quiet room with no interruptions Review resume and make notes Know the duties of the job Focus questions on skills that are a must Don’t make snap judgments
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© 2003 Prentice Hall, Inc. 6-24 Establish Rapport & Ask Questions Put the interviewee at ease Begin interview with an ice breaker Be aware of the applicant’s status Follow your list of questions Ask for examples Mention you will contact references
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© 2003 Prentice Hall, Inc. 6-25 Close and Review Leave time to answer questions End on a positive note Inform in writing of a decision if that’s your policy Review notes and fill in structured form Timely review reduces snap judgments
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© 2003 Prentice Hall, Inc. 6-26 How to Be a Good Interviewee + Be prepared by learning about the company, the job and the recruiters + Uncover the interviewer’s real needs and relate to those needs + Pause, think, then speak + Nonverbal behavior important + Make a good 1 st impression, be enthusiastic
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© 2003 Prentice Hall, Inc. 6-27 Streamlining Interviews Interviewer must get questions around these four factors answered Knowledge and experience Motivation Intellect Personality
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© 2003 Prentice Hall, Inc. 6-28 Questions on the 4 Factors What must the candidate know to perform the job? What experience is absolutely necessary to perform the job? Are there any unusual energy demands on the job?
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© 2003 Prentice Hall, Inc. 6-29 Questions on the 4 Factors What should the person like doing to enjoy this job? Is there anything the person should not dislike? Are there any essential goals or aspirations the person should have? Are there any specific intellectual aptitudes required?
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© 2003 Prentice Hall, Inc. 6-30 Questions on the 4 Factors How complex are the problems the person must solve? What are the critical personality qualities needed for success? How must the job incumbent handle stress, pressure, and criticism? What kind of interpersonal behavior is required in the job up the line, at peer level, down the line, and outside the firm with customers?
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© 2003 Prentice Hall, Inc. 6-31 Stick to the Plan College experiences Work experiences—summer, part time, full time (one by one) Goals and ambitions Reactions to the job for which you are interviewing
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© 2003 Prentice Hall, Inc. 6-32 Stick to the Plan + Military experiences + Present outside activities + Self-assessments (by the candidate of his or her strengths and weaknesses)
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© 2003 Prentice Hall, Inc. 6-33 And Find a Match Follow the plan Probe the four factors Summarize the strengths and weaknesses Draw conclusions Compare with job description Bingo! Check out ToyotaToyota
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© 2003 Prentice Hall, Inc. 6-34 Summary Slide Outline What you should be able to do Interview 101 Basic types of interviews Selection interviews How interviews are structured Content
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© 2003 Prentice Hall, Inc. 6-35 Summary Slide (Cont.) Puzzle questions Interview administration Computerized interviews Are interviews useful? What can undermine success in an interview?
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© 2003 Prentice Hall, Inc. 6-36 Summary Slide (Cont.) Effect of personal characteristics Five steps in interview design How to structure and conduct your interview Prepare for the interview
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© 2003 Prentice Hall, Inc. 6-37 Summary Slide (Cont.) Establish rapport & ask questions Close and review How to be a good interviewee Streamlining interviews Questions on the 4 factors
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© 2003 Prentice Hall, Inc. 6-38 Summary Slide (Cont.) Stick to the Plan And Find a Match Value-based hiring builds employee commitment
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