1. Chapter 4 Structuring the Interview

2. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Chapter Summary Opening the Interview The Body of the Interview Closing the Interview Summary

3. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Opening the Interview It takes two parties to launch an interview successfully. Two-Step Process Establish rapport Orienting the other party Rapport and orientation are often intermixed and reduce relational uncertainty.

4. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Opening Techniques State the Purpose – p. 79 Adapt the opening to each interviewee and situation Summarize the Problem Know when to end the opening and move on The summary should inform – not spill into body Explain How a Problem Was Discovered p80 Offer an Incentive or Reward ($5 beer drinking study) Request for Advice or Assistance (be sincere) Refer to the Known Position of the Interviewee (make sure you are right?) Refer to the Person Who Sent You to the Interviewee p. 81 Refer to Your Organization Request a Specific Amount of Time (more than 5-10 min – appt.) Ask a question – avoid closed questions answered with - no Use a Combination p. 82 – make it a dialogue – involve interviewee

5. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Nonverbal Communication in Openings An effective opening depends upon how you look, act and say what you say. First impressions – determine tone and flow Territoriality – knock – await response Appearance and Dress – contributes to first impressions Touch – handshake Sex and culture regulate nonverbal communication in openings

6. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Body of the Interview Interview Guide An interview guide is a carefully structured outline of topics and subtopics to be covered during an interview. A guide ensures the consideration of all important topics and subtopics. It assists in recording answers and recall at a later date.

7. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Body of the Interview Interview Guide Outline Sequences Topical Time Space Cause-to-effect Problem-solution

8. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Body of the Interview Interview Schedules A nonscheduled interview is merely an interview guide with no questions prepared in advance. Unintentional interviewer bias is most likely to occur in a nonscheduled interview.

9. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Body of the Interview Interview Schedules A moderately scheduled interview contains all major questions with possible probing questions under each. A moderately scheduled interview lessens the dangers of instant question creation.

10. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Body of the Interview Interview Schedules A highly scheduled interview includes all questions and the exact wording to be used with each interviewee. Highly scheduled interviews sacrifice flexibility and adaptability for control.

11. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Body of the Interview Interview Schedules A highly scheduled standardized interview is the most thoroughly planned and structured. All question and answer options are stated in identical words to each interviewee. Highly scheduled standardized interviews are necessary for precision, replicability, and reliability.

12. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Body of the Interview Interview Schedules Consider a strategic combination of schedule types. Combined schedules enable interviewers to satisfy multiple needs. Advantages and Disadvantages on Figure 4.1 on page 90

13. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Body of the Interview

14. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Body of the Interview Question Sequences Tunnel Sequence: A series of similar questions, either open or closed. It works well with informal and simple interviews. Funnel Sequence: Begins with a broad, open- ended question and proceeds with evermore restricted questions. It works well with motivated interviewees.

15. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Body of the Interview Question Sequences Inverted Funnel Sequence: Begins with a closed question and proceeds toward open questions. It provides a warm-up time for those reluctant to talk. Combination Sequences – hourglass sequence p. 92 bottom – Figure 4.5, open – closed – open Diamond Sequence – Figure 4.6 – closed – open – closed (these combinations help with specific situations)

16. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Body of the Interview Question Sequences Quintamensional Design Sequence: Five-step approach that proceeds from an interviewee’s awareness of the issue to attitudes uninfluenced by the interviewer, specific attitudes, reasons for these attitudes, and intensity of attitude. It is effective at assessing attitudes and beliefs and is often used in opinion polls. P. 93

17. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Closing the Interview Take your time and be tactful in what you say and do in the closing. The closing often signals the continuation of a relationship.

18. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Closing the Interview Functions and Guidelines for Closings First, the closing signals the termination of the interview but not the relationship. Second, the closing may express supportiveness to enhance the relationship and bring the interview to a positive close. Third, the closing may summarize the interview. A summary must accurately reflect the important elements of the interview.

19. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Closing the Interview Functions and Guidelines for Closings Be sincere and honest. Do not rush the closing. Do not introduce new topics or ideas during the closing. Leave the door open for future contacts. Avoid false closings when the interview is not really over. Avoid failed departures when you soon meet up again with the party after having concluded the interview.

20. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Closing the Interview Closing Techniques Offer to answer questions. Use clearinghouse questions. Declare completion of the intended purpose. Make personal inquiries. Make professional inquiries. Signal that time is up. Continued...

21. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Closing the Interview Closing Techniques Explain the reason for the closing Express appreciation or satisfaction Arrange for the next meeting Summarize the interview

22. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Closing the Interview Nonverbal Closing Actions Plan the closing just as you do the opening and body of the interview. Combine effective verbal and nonverbal techniques into effective closings.

23. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Closing the Interview Nonverbal Closing Actions Common Nonverbal Closing Actions Straightening up in your seat. Leaning forward. Standing up or moving away from the other party. Uncrossing your legs. Placing your hands on your knees as if preparing to rise. Continued...

24. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Closing the Interview Nonverbal Closing Actions Common Nonverbal Closing Actions Breaking eye contact. Offering to shake hands. Making hand movements. Smiling. Looking at a clock.

25. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Summary All three parts of each interview—opening, body, and closing—are vital to its success. The opening influences how both parties perceive themselves and one another. The body must be carefully structured with an appropriate sequence that guides the questions. The closing not only brings the interview to an end, but it may summarize information.

26. Chapter 5 The Probing Interview

27. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Chapter Summary Preparing the Interview Selecting Interviewees and Interviewers Conducting the Interview Preparing the Report or Story The Interviewee in the Probing Interview Summary

28. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Preparing the Interview Determining the Purpose Your purpose controls how you prepare and what you do in probing interviews.

29. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Preparing the Interview Researching the Topic The Internet and databases are becoming essential resources for interviews. Paying attention to omissions, dates, and interim events may help to focus your purpose. Evidence of research impresses interviewees.

30. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Preparing the Interview Structuring the Interview: Interview Guide Plan a structural sequence but remain flexible. Who was involved? What happened? When did it happen? Where did it happen? How did it happen? Why did it happen?

31. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Preparing the Interview Structuring the Interview: The Opening A solid opening is essential in motivating an interviewee. Know what “off the record” means to both parties.

32. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Preparing the Interview Structuring the Interview: Body A moderate schedule is a useful tool for long interviews. The moderate schedule allows the flexibility to delete questions and create new ones.

33. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Preparing the Interview Structuring the Interview: Closing Abide by time limits. Involve the interviewee actively in the closing.

34. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Selecting Interviewees and Interviewers Selecting Interviewees: Level of Information Make sure your interviewee possesses the information you need.

35. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Selecting Interviewees and Interviewers Selecting Interviewees: Availability Do not assume a potential interviewee is unavailable; ask first.

36. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Selecting Interviewees and Interviewers Selecting Interviewees: Willingness Fear of what may be revealed in an interview might make participants reluctant. Resort to arm-twisting as a last resort.

37. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Selecting Interviewees and Interviewers Selecting Interviewees: Ability Many potential interviewees are willing but unable to participate for several reasons: Faulty memory. Poor health. State of shock. Inability to express or communicate ideas. Proneness to exaggeration or oversimplification. Unconscious repression or distortion of information. Biases or prejudices. Habitual lying.

38. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Selecting Interviewees and Interviewers Selecting Interviewers An interviewer should be: Friendly Courteous Organized A keen observer A good listener Patient Persistent Skillful at asking probing questions

39. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Selecting Interviewees and Interviewers Selecting Interviewers: Status Status difference and similarity affect motivation, freedom to respond, control, and rapport. Status is a critical criterion for some interviewees.

40. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Selecting Interviewees and Interviewers Relationship of Interviewer and Interviewee Be aware of the relational history of the parties. Be aware of perceived similarities and differences of both parties.

41. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Interview Motivating Interviewees Know what motivates each interviewee. Trust is essential for probing interviews.

42. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Interview Asking Questions: Ask Open-Ended Questions Use the number of questions necessary to get the job done. Listening is as important as asking. Make the interviewee the star of the show. Be an active listener, not a passive sponge. Know what you are doing and why. Think before asking.

43. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Interview Note Taking and Tape Recording: Note Taking Weigh carefully the pros and cons of note taking prior to the interview. Note taking should not threaten the interviewee.

44. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Interview Note Taking and Tape Recording: Tape Recording Three advantages of tape recording: Enables you to relax and concentrate on the interviewee. You can hear or watch what was said at a later time without having to rely on memory. A recording may pick-up answers that may have been inaudible at the time.

45. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Interview Note Taking and Tape Recording: Tape Recording Three disadvantages of tape recording: Tape recorders can malfunction or create technical interruptions. Some people view recorders as an intrusion. Tapes provide permanent, undeniable records that may threaten some interviewees.

46. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Interview Handling Difficult Situations A Sanitized versus a Real Setting You may need to feel and experience before you can ask meaningful questions. Use good sense and good judgment in probing interviews. In unsanitized situations, prepare for human suffering and risks.

47. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Interview Handling Difficult Situations The Press Conference or Group Interview The interviewee usually controls the press conference. Your relationship with the interviewee is critical at a press conference.

48. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Interview Handling Difficult Situations The Broadcast Interview Being familiar with the physical setting may avoid surprises. Spontaneous questions generate spontaneous answers.

49. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Interview Handling Difficult Interviewees The seven common types of interviewees are: Emotional Interviewees Hostile Interviewees Reticent Interviewees Talkative Interviewees Evasive Interviewees Confused Interviewees Dissimilar Interviewees

50. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Preparing the Report or Story Make it a habit to check all sources. Be honest, accurate, and fair in reporting interview results.

51. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Interviewee and the Probing Interview Doing Homework Get to know the interviewer as well as the interviewer knows you. Who is the interviewer? Who does the person represent? How long will the interview take? What information does the person want? How will the information be used?

52. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Interviewee and the Probing Interview Understanding the Relationship Appreciate the impact of upward and downward communication in interviews. Understand the relationship prior to the interview.

53. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Interviewee and the Probing Interview Awareness of the Situation Assess the many situational variables that will impact the interview. Consider establishing ground rules such as time, place, length, which topics are off-limits, and the identity of the interviewer.

54. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Interviewee and the Probing Interview Anticipating Questions Be as prepared to answer as the interviewer is prepared to ask. Rehearsing possible questions and answers is a common preparatory technique.

55. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Interviewee and the Probing Interview Listening to Questions Listen and think before answering Be patient. Focus attention on the question of the moment. Concentrate on both the interviewer and the question. Do not dismiss a question too quickly as irrelevant or stupid.

56. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Interviewee and the Probing Interview Answering Strategically Avoid defensiveness. Share control of the interview. Explain what you are doing and why. Take advantage of question pitfalls. Support your answers. Use analogies and metaphors to explain unknown or complicated things. Organize long answers like mini-speeches.

57. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Summary The probing interview is the most common type of interview. This chapter has presented guidelines for structured probing interviews that call for thorough preparation and flexibility. Interviewees need not be passive participants.

58. Chapter 7 The Recruiting Interview

59. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Chapter Summary The Changing World of Work Preparing the Recruiting Effort Obtaining and Reviewing Information for Applicants Structuring the Interview Conducting the Interview Evaluating the Interview Summary

60. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Changing World of Work Brains are more important than brawn. The knowledge worker is now the prized employee. Knowledge, information, technology, medicine and data are now where work and competition are centered. Finding, recruiting, interviewing, evaluating, and retaining quality employees are an organization’s biggest challenges.

61. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Changing World of Work Essential Applicant Skills 1. Language and the accompanying culture 2. Problem-solving attitude 3. Computer competent 4. The ability to deal effectively with numbers 5. Strong interpersonal skills Continued…

62. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Changing World of Work Essential Applicant Skills 6. Global and diverse perspective 7. Willingness to learn new skills and ideas 8. Ability to deal effectively with change and job ambiguity 9. Customer and quality oriented 10. Team player and group leader

63. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. The Changing World of Work Where to Find Good Applicants Internet Options Career catalogue department at large bookstores College placement services Ethnic organizations Job fairs Downsizing or merging organizations Personal associates and friends Professional societies

64. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Preparing the Recruiting Effort Reviewing EEO Laws EEO Laws to Know Know both state and federal laws Federal EEO laws pertain to all organizations that:  Deal with the federal government  Have more than fifteen employees Have more than $50,000 in government contracts Engage in interstate commerce Continued...

65. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Preparing the Recruiting Effort Reviewing EEO Laws EEO Laws to Know State laws may be more stringent than federal laws. Unintentional violations are still violations. EEO laws apply to applicants who are not “minorities” or women.

66. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Preparing the Recruiting Effort Reviewing EEO Laws Compliance with EEO Laws Bona fide occupational qualifications (BFOQs) are the keys to nondiscriminatory hiring. EEO violations are easy to avoid. Focus on the positive, not the negative. Treat applicants as you would want to be treated.

67. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Preparing the Recruiting Effort Reviewing EEO Laws Keep Up-to-Date Current information on EEO laws is essential. Accepting or keeping unlawful information create liability for the company even if the information was not requested.

68. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Preparing the Recruiting Effort Developing an Applicant Profile The profile must be a composite of BFOQs. The profile is the ideal by which all applicants are measured. Is past performance the best predictor of future performance? Can non-dominant group applicants match your profile?

69. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Preparing the Recruiting Effort Assessing What Applicants Want What Do Applicants Desire in a Position and Career? Applicants are increasingly information driven. Applicants may not look or dress like you; live with it. What Do Applicants Desire in an Interviewer? The recruiter is the organization in the applicant’s eyes. Select recruiters with applicant characteristics in mind.

70. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Obtaining and Reviewing Information on Applicants Application Forms Resumes Cover Letters Letters of Recommendation & References Tests Basic skills tests Personality tests Honesty tests Many sources have criticized the use and validity of honesty tests. Probing deeply into answers is essential in assessing honesty.

71. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Obtaining and Reviewing Information on Applicants Benefits of Previewing Applicants Doing your homework leads to more effective interviews.

72. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Structuring the Interview The Opening Establishing Rapport Orientation The Opening Question

73. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Structuring the Interview The Body of the Interview Unstructured interviews do not recruit top quality applicants. Highly structured interviews are more reliable but less flexible and adaptable. Moderately structured interviews are used by the majority of recruiters. In all cases, get the applicant talking as quickly as possible.

74. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Structuring the Interview Closing the Interview The closing must sustain the positive tone of the interview. Do not encourage or discourage applicants needlessly. Make decisions and notify all applicants as soon as possible.

75. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Interview Nontraditional Interviewing Approaches Applicants and recruiters prefer the traditional one-on-one interview. Stifle any signs of competition in seminar interviews.

76. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Interview Asking Questions Keep your questions open-ended. Applicants give longer answers to open-ended questions.

77. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Interview Common Question Pitfalls Be on guard for pitfalls in primary and secondary questions. Evaluative responses will lead to safe, superficial answers. Do not ask unlawful questions. Do not ask for information that you already have.

78. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Interview Traditional Questions Interest in the Organization Work-related (general) Work-related (specific) Teams and Team Work Education and Training Career Paths and Goals Performance Salary and Benefits Career Field

79. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Interview Non-Traditional Questions Past Experiences Critical Incidents Hypothetical Situations A Case Approach

80. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Conducting the Interview Giving Information Information is the primary interest of applicants. Minimize “you” in the interview. Rule # 1: Keep your ears open and your mouth shut.

81. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Evaluating the Interview Record your impressions and reactions immediately. Assess the performance of both interview parties.

82. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Evaluating the Interview

83. © 2009 The McGraw-Hill Companies, Inc. All rights reserved. Summary The recruiting interview can be an effective means of selecting employees, but it takes preparation that includes becoming familiar with state and federal EEO laws, developing an applicant profile, obtaining and reviewing information on applicants, and developing a carefully structure interview. When the interview is concluded, conduct evaluations of the applicant and yourself.