1. Interviewing Candidates7
Interviewing Candidates

2. Human Resources Management 12e Gary Dessler
LEARNING OUTCOMES
List the main types of selection interviews.
List and explain main errors that can undermine an interview’s usefulness.
Define a structured situational interview.
Explain and illustrate each guideline for being a more effective interviewer.
Give several examples of situational questions, behavioral questions, and background questions that provide structure.
List the steps in a streamlined interview process.
List guidelines for interviewees.
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3. Basic Types of Interviews
Human Resources Management 12e Gary Dessler
Basic Types of Interviews
Selection Interview
Appraisal Interview
Exit Interview
Types of Interviews
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4. Types of Interviews
Selection interview is a selection procedure designed to predict future job performance on the basis of applicants’ oral responses to oral inquiries.
Appraisal interview is a discussion, following a performance appraisal, in which supervisor and employee discuss the employee’s rating and possible remedial actions.
Exit interview: When an employee leaves a firm for any reason, one often conducts an exit interview.

5. Selection Interview Structure
Human Resources Management 12e Gary Dessler
Selection Interview Structure
Interview structure
Interview administration
Selection Interview Characteristics
Interview content
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6. Selection Interview Formats
Human Resources Management 12e Gary Dessler
Selection Interview Formats
Unstructured (nondirective) interview
Structured (directive) interview
Interview Structure Formats
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7. Structured vs. Unstructured Interviews
Unstructured or nondirective interviews generally have no set format. The lack of structure allows the interviewer to ask follow-up questions and pursue points of interest as they develop. Interviewees for the same job may or may not get the same or similar questions.
Structured or directive interviews generally identify questions and all applicants are asked the same questions. Sometimes acceptable responses are specified in advance and the responses are rated for appropriateness of content.

8. Human Resources Management 12e Gary Dessler
FIGURE 7–1 Officer Programs Applicant Interview Form
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9. Human Resources Management 12e Gary Dessler
Interview Content
Situational interview
Behavioral interview
Job-related interview
Types of Questions Asked
Stress interview
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10. Interview Content Situational interview Behavioral interview
In a situational interview, you ask the candidate what his or her behavior would be in a given situation.
“suppose you were faced with the following situation…..What would you do?”
Behavioral interview
Whereas situational interviews ask interviewees to describe how they would react to a hypothetical situation today or tomorrow, behavioral interviews ask interviewees to describe how they reacted to actual situations in the past.
“Can you think of time when....What did you do?”

11. Interview Content Job related interview Stress interview
The interviewer tries to deduce what the applicant’s on the job performance will be based on his or her answers to questions about relevant past experiences.
“Which course did you like best in business school?”
Stress interview
The interviewer seeks to make the applicant uncomfortable with occasionally rude questions.
The aim is supposedly to spot sensitive applicants and those with low (or high) stress tolerance.

12. Administering the Interview
Human Resources Management 12e Gary Dessler
Administering the Interview
Unstructured sequential interview
Panel interview
Phone interviews
Video/Web-assisted interviews
Computerized interviews
Mass interview
Structured sequential interview
Ways in Which Interview Can be Conducted
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13. Administering the Interview
Sequential interviews:
Most interviews are one-on-one and sequential.
In a one-on-one interview, two people meet alone and one interviews the other by seeking oral responses to oral inquiries.
In a sequential (or serial) interview, several persons interview the applicant, in sequence, one-on-one, before a decision is made.
Unstructured sequential interview, each interviewer may ask different questions.
Structured sequential interview, each interviewer rates the candidates on a standard evaluation form, using standardized questions.

14. Administering the Interview
Panel Interviews – occur when a group (panel) of interviewers (usually two or three) questions the candidate together and then combine their ratings into a final panel score.
Mass interview. Here a panel interviews several candidates simultaneously.
Phone and Video Interviews – are often conducted entirely by phone. These can actually be more accurate than face-to-face interviews for judging an applicant’s conscientiousness, intelligence, and interpersonal skills.
Technology has also made interviewing by videoconferencing possible, saving time and travel costs.

15. Administering the Interview
Computerized Interviews – involve computers administering the interview Most computerized interviews present the applicant with a series of questions regarding his or her background, experience, education, skills, knowledge, and work attitudes that relate to the job for which the person has applied.
Video/Web Assisted Interviews – utilize PC video cameras to conduct interviews on line via Webcasts.

16. Three Ways to Make the Interview Useful
Human Resources Management 12e Gary Dessler
Three Ways to Make the Interview Useful
Structure the interview to increase its validity
Carefully choose what sorts of traits are to be assessed
Beware of committing interviewing errors
Making the Interview Useful
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17. What Can Undermine An Interview’s Usefulness?
Human Resources Management 12e Gary Dessler
What Can Undermine An Interview’s Usefulness?
Nonverbal behavior and impression management
Applicant’s personal characteristics
Interviewer’s inadvertent behavior
Factors Affecting An Interview’s Usefulness
First impressions (snap judgments)
Interviewer’s misunderstanding of the job
Candidate-order (contrast) error and pressure to hire
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18. What Can Undermine An Interview’s Usefulness?
First Impressions (Snap Judgments) – One of the most consistent findings is that interviewers tend to jump to conclusions about candidates during the first few minutes of the interview First impressions are especially damaging when the prior information about the candidate is negative.
Misunderstanding the Job – Interviewers who don’t know precisely what the job entails and what sort of candidate is best suited for it usually make their decisions based on incorrect or incomplete stereotypes of what a good applicant is.

19. What Can Undermine An Interview’s Usefulness?
Candidate-Order (Contrast) Error and Pressure to Hire – means that the order in which you see applicants affects how you rate them. Managers had to evaluate a candidate who was “just average” after first evaluating several “unfavorable” candidates. They scored the average candidate more favorably.
Nonverbal Behavior and Impression Management – can have a surprisingly large impact on an applicant’s rating. Nonverbal behaviors are probably so important because interviewers infer the interviewee’s personality from the way he or she acts in the interview.

20. What Can Undermine An Interview’s Usefulness?
Effect of Personal Characteristics: Attractiveness, Gender, Race – Interviewers have to guard against letting an applicant’s attractiveness, gender, and race play a role in their rating.
Interviewer Inadvertent Behavior - Telegraphing refers to the interviewer inadvertently evoking the expected answers.
Some interviewers talk so much that applicants have no time to answer questions.
Some interviewers let the applicant dominate the interview, and so don’t ask all their questions.
Other interviewers play district attorney.
Some interviewers play amateur psychologist, unprofessionally probing for hidden meanings in everything the applicants say.

21. How to Design and Conduct An Effective Interview
Human Resources Management 12e Gary Dessler
How to Design and Conduct An Effective Interview
The Structured Situational Interview
Use either situational questions or behavioral questions that yield high criteria-related validities.
Step 1: Analyze the job.
Step 2: Rate the job’s main duties.
Step 3: Create interview questions.
Step 4: Create benchmark answers.
Step 5: Appoint the interview panel and conduct interviews.
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22. How to Conduct a More Effective Interview
Human Resources Management 12e Gary Dessler
How to Conduct a More Effective Interview
Being Systematic and Effective 1 3 2
Know the job. 4
Structure the interview. 5
Get organized. 6
Establish rapport. 7
Ask questions. 8
Take brief, unobtrusive notes.
Close the interview.
Review the interview.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

23. Creating Effective Interview Structures
Human Resources Management 12e Gary Dessler
Creating Effective Interview Structures
Base questions on actual job duties.
Use job knowledge, situational or behavioral questions, and objective criteria to evaluate interviewee’s responses.
Use the same questions with all candidates.
Use descriptive rating scales (excellent, fair, poor) to rate answers.
If possible, use a standardized interview form.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

24. How to Conduct a More Effective Interview
Human Resources Management 12e Gary Dessler
How to Conduct a More Effective Interview
Being Systematic and Effective 1 3 2
Know the job. 4
Structure the interview. 5
Get organized. 6
Establish rapport. 7
Ask questions. 8
Take brief, unobtrusive notes.
Close the interview.
Review the interview.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

25. 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?

26. 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?

27. 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?

28. Human Resources Management 12e Gary Dessler
FIGURE 7–2 Examples of Questions That Provide Structure
Situational Questions
1. Suppose a more experienced coworker was not following standard work procedures 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 coworker?
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?
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29. Human Resources Management 12e Gary Dessler
FIGURE 7–3 Suggested Supplementary Questions for Interviewing Applicants
How did you choose this line of work?
What did you enjoy most about your last job?
What did you like least about your last job?
What has been your greatest frustration or disappointment on your present job? Why?
What are some of the pluses and minuses of your last job?
What were the circumstances surrounding your leaving your last job?
Did you give notice?
Why should we be hiring you?
What do you expect from this employer?
What are three things you will not do in your next job?
What would your last supervisor say your three weaknesses are?
What are your major strengths?
How can your supervisor best help you obtain your goals?
How did your supervisor rate your job performance?
In what ways would you change your last supervisor?
What are your career goals during the next 1–3 years? 5–10 years?
How will working for this company help you reach those goals?
What did you do the last time you received instructions with which you disagreed?
What are some things about which you and your supervisor disagreed? What did you do?
Which do you prefer, working alone or working with groups?
What motivated you to do better at your last job?
Do you consider your progress in that job representative of your ability? Why?
Do you have any questions about the duties of the job for which you have applied?
Can you perform the essential functions of the job for which you have applied?
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30. Human Resources Management 12e Gary Dessler
FIGURE 7–4 Interview Evaluation Form
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31. Human Resources Management 12e Gary Dessler
FIGURE 7–5 Interview Questions to Ask
What is the first problem that needs the attention of the person you hire?
What other problems need attention now?
What has been done about any of these to date?
How has this job been performed in the past?
Why is it now vacant?
Do you have a written job description for this position?
What are its major responsibilities?
What authority would I have? How would you define its scope?
What are the company’s five-year sales and profit projections?
What needs to be done to reach these projections?
What are the company’s major strengths and weaknesses?
What are its strengths and weaknesses in production?
What are its strengths and weaknesses in its products or its competitive position?
Whom do you identify as your major competitors?
What are their strengths and weaknesses?
How do you view the future for your industry?
Do you have any plans for new products or acquisitions?
Might this company be sold or acquired?
What is the company’s current financial strength?
What can you tell me about the individual to whom I would report?
What can you tell me about other persons in key positions?
What can you tell me about the subordinates I would have?
How would you define your management philosophy?
Are employees afforded an opportunity for continuing education?
What are you looking for in the person who will fill this job?
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32. Human Resources Management 12e Gary Dessler
FIGURE 7–A1 Structured Interview Guide
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33. Human Resources Management 12e Gary Dessler
FIGURE 7–A1 Structured Interview Guide (cont’d)
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34. Human Resources Management 12e Gary Dessler
FIGURE 7–A1 Structured Interview Guide (cont’d)
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

35. Human Resources Management 12e Gary Dessler
K E Y T E R M S
unstructured (or nondirective) interview
structured (or directive) interview
situational interview
behavioral interview
job-related interview
stress interview
unstructured sequential interview
structured sequential interview
panel interview
mass interview
candidate-order error (or contrast) error
structured situational interview
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall