The document discusses various types of job interviews, including structured interviews, behavioral interviews, and situational interviews. It also discusses potential biases and errors that can occur during interviews, such as first impressions bias, misunderstanding the job, and candidate order errors. The document provides tips for both interviewers and interviewees, such as asking job-related questions, preparing for the interview, making a good first impression, and following up after the interview.
Structured Interview Techniques and Best Practices
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4. Structured Interview
Uses a set of standardized questions asked of all job applicants
Useful for initial screening and comparisons
Benefits
• Obtains consistent information needed for selection decision
• Is more reliable and valid than other interview formats
5. Behavioral interview
Applicants are asked to give specific examples of how they have
performed a certain task or handled a problem in the past
Helps discover applicant’s suitability for current jobs based on past
behaviors
Assumes that applicants have had experience related to the problem
Situational interview
Applicants are asked how they would respond to a specific job situation
related to the content of the job they are seeking
6. Nondirective Interview
Applicants are queried using questions that are developed from the
answers to previous questions
Possibility of not obtaining needed information
Information obtained may not be job-related or comparable to that
obtained from other applicants
Stress Interview
An interview designed to create anxiety and put pressure on an
applicant to see how the person responds
The interviewer seeks to make the applicant uncomfortable with
occasionally rude questions that supposedly to spot sensitive applicants
and those with low or high stress tolerance
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8. Panel
Individuals
Interviews
Interviews
Video Team
Interviewing Interviews
9. First impressions
The tendency for interviewers to jump to conclusions—make snap
judgments—about candidates during the first few minutes of the
interview
Negative bias: unfavorable information about an applicant influences
interviewers more than does positive information
10. Misunderstanding the job
Not knowing precisely what the job entails and what sort of candidate is
best suited causes interviewers to make decisions based on incorrect
stereotypes of what a good applicant is
Candidate-order error
An error of judgment on the part of the interviewer due to interviewing
one or more very good or very bad candidates just before the interview
in question
11. Nonverbal behavior and impression management
Interviewers’ inferences of the interviewee’s personality from the way he
or she acts in the interview have a large impact on the interviewer’s
rating of the interviewee
Clever interviewees attempt to manage the impression they present to
persuade interviewers to view them more favorably
12. Effect of personal characteristics: attractiveness, gender, race
Interviewers tend have a less favorable view of candidates who are:
• Physically unattractive
• Female
• From specific origins
• Disabled
13. Interviewer behaviors affecting interview outcomes
Inadvertently telegraphing expected answers
Talking so much that applicants have no time to answer questions
Letting the applicant dominate the interview
Acting more positively toward a favored (or similar to the interviewer)
applicant
14. Structure your interview:
Base questions on actual job duties
Use job knowledge, situational, or behaviorally oriented questions and
objective criteria to evaluate the interviewee’s responses
Train interviewers
Use the same questions with all candidates
Use descriptive rating scales (excellent, fair, poor) to rate answers
Use multiple interviewers or panel interviews
If possible, use a standardized interview form
Control the interview
Take brief, unobtrusive notes during the interview
15. Situational Questions:
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?
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:
Based on your past work experience, what is the most significant action you have ever taken to help out a
co-worker?
Can you provide an example of a specific instance where you developed a sales presentation that was highly
effective?
Background Questions:
What work experiences, training, or other qualifications do you have for working in a teamwork environment?
What experience have you had with direct point-of-purchase sales?
Job Knowledge Questions:
What steps would you follow to conduct a brainstorming session with a group of employees on safety?
What factors should you consider when developing a television advertising campaign?
16. Prepare for the interview
Secure a private room to minimize interruptions
Review the candidate’s application and résumé
Review the job specifications
Establish rapport
Put the person at ease
Ask questions
Follow your list of questions
Don’t ask questions that can be answered yes or no
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18. Uses action words and key words
Length is 1-2 pages long
Looks attractive (even margins, blocked type, clear headings, etc.)
Has balance between words and white (blank space)
Is clear and focused
Uses perfect grammar, spelling, and punctuation
19. Speak clearly with a normal tone of voice. Do not raise your voice or shout
into the phone. Do not use the loudspeaker of the phone
If the person speaks English, you must answer in English; If Chinese, use
Chinese
If you are in a noisy place, ask the person to wait a moment and quickly
move to a quiet location where you can talk and have a clear signal (avoid
going to the WC to talk!)
Have a pen and paper handy in case they invite you for an interview, so you
can write down the details of the date, time and location
Be sure to get the name and the telephone number of the person who
called you
20. Be familiar with your own resume and be able to discuss in detail any of your relevant
experiences, skills and abilities
Practice your answers to the most common interview questions
Research and become familiar with the company
Make sure you are familiar with the job requirements and responsibilities
Prepare some questions that you want to ask the interviewer
Bring the following materials and organize them neatly into leather portfolio or briefcase
Resumes (English and Chinese)
Cover letters (English and Chinese)
Diploma
Certificates
Letters of recommendation
ID card
Hukou (Residency permit)
Copy of job advertisement
21. Tips for men:
Wear dark colored suits and jackets, with white shirt and tie (preferably
red without too much obvious pattern)
Wear a watch (shows you care about time!)
Make sure clothes have no dirt or stains and are without wrinkles
Freshly wash and comb hair
Fresh shave and well-cut fingernails
Shine your shoes
Do not wear too much perfume
Bring briefcase or portfolio in leather (not plastic)
22. Tips for women:
Wear skirts or pant suit with jacket. Wear white or light colored shirt.
Avoid very bright colored shirts of “pretty” patterns
Avoid excessive jewelry. If you want to wear earrings, bracelets and so
forth, keep them small and simple style
Avoid “sexy” clothes for corporate jobs
Wear stockings or pantyhose if wearing a skirt
Shoes should not have excessively high heels, although if you are short,
you should wear high heels
Avoid too much make-up or perfume
Do not bring large purse or handbag. Bring your interview materials in a
professional portfolio
23. Do NOT wear:
Jeans (blue, black or any color)
Sunglasses or cap/hat
Sports shoes or clothing
Short socks; white socks (sock color should match color of pants)
Short skirts
Excessive perfume or colognes
Excessive jewelry
Wrinkled, un-pressed outfits or suits
Dirty shoes
24. EVERY contact with ANYONE from the company is part of the interview!
Tips for making a good impression:
Use firm handshake and look at interviewer in eyes when greeting him/her
Control nervousness
Be polite and use formal style to address the interviewer
Be positive—never say anything negative about yourself or others
Be open-minded and flexible
Be honest—don’t lie about or exaggerate your qualifications, experience or
background
Be modest, but not too modest—remember you are trying to “sell” yourself
Listen carefully
Answer questions directly and briefly
Try to smile and act pleasant—not overly serious
25. Use SAR approach:
Situation
Action
Result
26. Why ask questions during an interview:
Shows good preparation. Asking good and thoughtful questions, will show that
you do know something about the company and that you have prepared well for
the interview
Decide if you and company are a good match. Learning more about the position
will help you decide better if you are a good match in terms of your interests,
skills and work values
You can avoid “job hopping”. Many people have the attitude, “I will just try it and
see”, but this attitude shows lack of respect for the effort and expense of the
company in hiring and training you and also shows that you are too lazy to do
your research about the company in the first place and make a good decision
Shows you confidence. Companies respect confidence, they respect someone
who knows what they want
27. Leave your interviewer with the right picture of you. End the interview
repeating your strongest qualification that matches the job requirements
Ask if there is anything else you can provide, such as references,
background information or work samples
State your interest in the position. Don’t be overly anxious, but act
interested. Remember to mention the added value you can bring to the job
Ask about the next step in the process. It’s important for you to know the
next step so you can follow up. Ask for the decision date
Find out how to contact them. If you don’t hear back, you will need to know
who to contact and whether they will accept calls to check the status
28. After the interview, you should follow-up with a short note or e-mail thanking
the person for their time and also expressing your continued interest in the
position.