Human Resource Management,
Arab World Edition
Gary Dessler, Akram Al Ariss
Chapter 7: Interviewing Candidates
Lecturer:
2
© Pearson Education 2012
After studying this chapter, you should be able
to:
1. List the main types of selection interviews.
2. Explain and illustrate at least six factors that affect the
usefulness of interviews.
3. Explain and illustrate each guideline for being a more
effective interviewer.
4. Effectively interview a job candidate.
3
© Pearson Education 2012
Basic Features of Interviews
Selection
Interviews
Interview
Structure
4
© Pearson Education 2012
Interview
Content
Interview
Administration
Types of Interviews
Selection Interview
Types of
Interviews
Appraisal Interview
Exit Interview
5
© Pearson Education 2012
Interview Formats
Interview
Formats
Unstructured
or NonDirective
Interview
6
© Pearson Education 2012
Structured
or
Directive
Interview
Interview Content
Types of
Questions
Situational
Interview
7
© Pearson Education 2012
Behavioral
Interview
Job-Related
Interview
Stress
Interview
Administering the Interview
Unstructured
Sequential
Interview
Structured
Sequential
Interview
Internet-Assisted
Interviews
Computerized
Interviews
Ways in Which
Interviews Can
Be Conducted
Phone and Video
Interviews
8
© Pearson Education 2012
Panel
Interview
What Can Undermine An Interview’s
Usefulness?
Non-Verbal Behavior
and Impression
Management
First Impressions
(Snap Judgments)
Interviewer’s
Misunderstanding
of the Job
Candidate-Order
(Contrast) Error and
Pressure to Hire
9
© Pearson Education 2012
Factors
Affecting
Interviews
Applicant’s Personal
Characteristics
Interviewer
Behavior
Designing and Conducting An Effective
Interview
The Structured Situational Interview
Use either situational questions or behavioral questions that
yield high criteria-related validities.
Step 1: Job Analysis
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
10 © Pearson Education 2012
How to Conduct a More Effective Interview
Suggestions
:
11 © Pearson Education 2012
1
Structure your Interview
2
Prepare for the Interview
3
Establish Rapport
4
Ask Questions
5
Close the Interview
6
Review the Interview
How to Conduct a More Effective Interview:
Structuring the Interview
1. Base questions on actual job duties.
2. Use job knowledge, situational or behavioral questions, and
objective criteria to evaluate 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. Use a standardized interview form.
8. Take control of the interview.
9. Take brief, unobtrusive notes during the interview.
12 © Pearson Education 2012
BOX 7-1
Examples of
Questions That
Provide
Structure
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: These questions provide structure in so far as they are job-related, and the
employer can be consistent in asking them of all candidates.
13 © Pearson Education 2012
BOX 7-2
Suggested
Supplementary
Questions for
Interviewing
Applicants
1.
How did you choose this line of work?
2.
What did you enjoy most about your last job?
3.
What did you like least about your last job?
4.
What has been your greatest frustration or disappointment on your present job?
Why?
5.
What are some of the pluses and minuses of your last job?
6.
What were the circumstances surrounding your leaving your last job?
7.
Did you give notice?
8.
Why should we be hiring you?
9.
What do you expect from this employer?
10. What are three things you will not do in your next job?
11. What would your last supervisor say your three weaknesses are?
12. What are your major strengths?
13. How can your supervisor best help you obtain your goals?
14. How did your supervisor rate your job performance?
15. In what ways would you change your last supervisor?
16. What are your career goals during the next 1–3 years? 5–10 years?
17. How will working for this company help you reach those goals?
18. What did you do the last time you received instructions with which you disagreed?
19. What are some of the things about which you and your supervisor disagreed? What
did you do?
20. Which do you prefer, working alone or working with groups?
21. What motivated you to do better at your last job?
22. Do you consider your progress in that job representative of your ability? Why?
23. Do you have any questions about the duties of the job for which you have applied?
24. Can you perform the essential functions of the job for which you have applied?
14 © Pearson Education 2012
FIGURE 7-1
Interview
Evaluation Form
15 © Pearson Education 2012
TABLE 7-1 Generic Competencies and Skills for a KAMCO Entry Level Asset
Manager
Generic Competencies
Skills
Achievement orientation (2)
Computer skills (1)
Analytical thinking (2)
Time management (2)
Information seeking (2)
Business skills and
understanding (2)
Project management (2)
16 © Pearson Education 2012
TABLE 7-2 Required Competency Levels and Behaviors for KAMCO Entry Level
Asset Manager
Required Competencies
Definition
Achievement orientation (2)
•
Uses own specific methods of measuring
outcomes against a standard of excellence
not imposed by others
•
May focus on new or more precise ways of
meeting goals
•
Breaks problems down into smaller pieces
•
Links pieces with a single link (i.e. A led to
B)
•
Can separate into two parts: pro and con
•
Sorts a list of tasks in order of importance
and works through the list on this basis
•
Investigates the problem or situation
beyond routine questioning
•
Finds those closest to the problem and
investigates further, e.g. by asking “What
happened?”; this may include personally
going to examine the problem
Analytical thinking (2)
Information seeking (2)
17 © Pearson Education 2012
FIGURE 7-2 HR Scorecard for KAMCO: Interviewing Candidates
18 © Pearson Education 2012
Key Terms
behavioral interview
candidate-order or contrast
error
structured or directive
interview
structured sequential interview
job-related interview
structured situational interview
mass interview
unstructured or non-directive
interview
one-on-one interview
panel interview
situational interview
stress interview
19 © Pearson Education 2012
unstructured sequential
interview