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- 1. Interviewing Candidates 7 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-1
- 2. Learning Objectives 1. List the main types of selection interviews. 2. List and explain the main errors that can undermine an interview’s usefulness. 3. Define a structured situational interview. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-2
- 3. Learning Objectives 4. Explain and illustrate each guideline for being a more effective interviewer. 5. Give several examples of situational questions, behavioral questions, and background questions that provide structure. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-3
- 4. List the main types of selection interviews. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-4
- 5. Basic Types of Interviews • Structured vs. unstructured • Questions to ask oSituational oBehavioral oJob-related oStress oPuzzle questions Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-5
- 6. Administering Interviews • Panel • Phone • Video/web-assisted • Computerized • Second Life • Speed dating • Case interviews Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-6
- 7. Three Ways to Make the Interview Useful • Structure the interview • Carefully select traits to assess • Beware of committing interviewing errors Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-7
- 8. Review • Administration oPanel oPhone oVideo/web- assisted oComputerized Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-8 • Structured vs. unstructured • Questions to ask • Situational o Behavioral o Job-related o Stress o Puzzle questions
- 9. List and explain the main errors that can undermine an interview’s usefulness Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-9
- 10. Errors that Undermine Interviews • Snap judgments • Job requirements • Candidate-order & pressure to hire • Nonverbal behavior & impression management • Personal characteristics • Interviewer mistakes Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-10
- 11. Review Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-11
- 12. Define a structured situational interview Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-12
- 13. Designing & Conducting Structured Interviews 1. Analyze the job 2. Rate main duties 3. Create questions 4. Create benchmark answers 5. Appoint interview panel and conduct interviews Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-13
- 14. Review • Job analysis • Rating • Creating questions • Benchmark answers • Create a panel and conduct interviews Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-14
- 15. Explain and illustrate each guideline for being a more effective interviewer Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-15
- 16. How to Conduct an Effective Interview There are 8 steps to conducting an effective interview 1. Make sure you know the job 2. Structure the interview 3. Get organized 4. Establish rapport Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-16
- 17. How to Conduct an Effective Interview 5. Ask questions 6. Take notes 7. Close the interview 8. Review the interview Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-17
- 18. Review • Ask questions • Take notes • Close • Review Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-18 • Know the job • Structure the interview • Get organized • Create rapport
- 19. Give several examples of situational questions, behavioral questions, and background questions that provide structure Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-19
- 20. 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? Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-20
- 21. 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? Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-21
- 22. 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? Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-22
- 23. Review • Situational • Behavioral • Background Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-23
- 24. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 7-24
Notas del editor
- Chapter 6 focused on important tools managers use to select employees. Now we’ll turn to one of these tools—interviewing candidates. The main topics we’ll cover include types of interviews, things that undermine interviewing’s usefulness, and designing and conducting effective selection interviews.
- After we complete this chapter, you will be able to: List the main types of selection interviews. List and explain the main errors that can undermine an interview’s usefulness. Define a structured situational interview.
- In addition, you will be able to: 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.
- An interview is a procedure designed to obtain information from a person through oral responses to oral inquiries. A selection interview (the focus of this chapter) is a selection procedure designed to predict future job performance based on applicants’ oral responses to oral inquiries.
- In unstructured (or nondirective) interviews, the manager follows no set format. In structured (or directive) interviews, the employer lists the questions ahead of time. He or she also may even list and score possible answers for appropriateness. Structured interviews are generally superior. In structured interviews, all interviewers generally ask all applicants the same questions. It’s clear the courts will look at whether the interview process is structured and consistently applied. In a situational interview, you ask the candidate what his or her behavior would be in a given situation. Behavioral interviews ask applicants to describe how they reacted to actual situations in the past. In a job-related interview, the applicants answer questions about relevant past experiences. In stress interviews, the applicant is made uncomfortable by a series of often rude questions. This technique helps identify hypersensitive applicants and those with low or high stress tolerance. Puzzle questions are popular. Recruiters like to use them to see how candidates think under pressure.
- Employers also administer interviews in various ways. These include one-on-one or by a panel of interviewers, sequentially or all at once, and computerized or personally. In an unstructured sequential interview, each interviewer generally just asks questions as they come to mind. In a structured sequential interview, each interviewer rates the candidates on a standard evaluation form, using standardized questions. A panel interview is an interview conducted by a team of interviewers who interview each candidate and then combine their ratings into a final panel score. Employers do some interviews entirely by telephone. These can actually be more accurate than face-to-face interviews for judging an applicant’s conscientiousness, intelligence, and interpersonal skills. Firms have long used the Web to do selection interviews.With iPad-type video functionalities and the widespread use of Skype™, their use is growing. A computerized interview is one in which a job candidate’s oral and/or computerized replies are obtained in response to questions and/or situations. Several employers such as Microsoft and Hewlett-Packard use the online virtual community Second Life to conduct job interviews. Others have tried a “speed dating” model wherein candidates visit briefly with selected employees. Finally, Bain & Company uses case interviews as part of its candidate selection process.
- Structured interviews are more valid than unstructured interviews for predicting job performance. This is especially true for structured interviews using situational questions To reduce interview errors, limit yourself mostly to situational and job knowledge questions. This will help you assess how the candidate will actually respond to typical situations on that job.
- In unstructured interviews, the manager follows no set format. In structured interviews, the employer lists the questions ahead of time. Possible answers also may be provided. The types of questions we have discussed include: Situational Behavioral Job-related Stress Puzzle questions Interviews may be conducted by a panel, on the phone, using video or web-assisted technology or via the computer.
- One reason selection interviews are often less than useful is that managers make predictable, avoidable errors. We’ll look at these next.
- Perhaps the most consistent finding is that interviewers tend to jump to conclusions—make snap during the first few minutes of the interview. Sometimes this occurs before the interview starts, based on test scores or résumé data. Interviewers may not have an accurate picture of the job requirements and what sort of candidate is best suited for it. If that’s the case, they may make their decisions based on incorrect impressions or stereotypes of what a good applicant is. Candidate-order error means the order in which you see applicants affects how you rate them. There is some indication that the effects of primacy (who you interviewed first) or recency (most recently interviewed) can impact your decisions. The applicant’s nonverbal behavior can also have a surprisingly large impact on his or her rating. Interviewers infer your personality from your nonverbal behaviors in the interview. Clever candidates capitalize on non-verbal behavior and impression management. One study found that some used ingratiation to persuade interviewers to like them. Psychologists call using techniques like ingratiation and self-promotion “impression management.” Unfortunately, physical attributes such as applicants’ attractiveness, gender, disability, or race also may distort an interviewer’s assessments. Interviewers may make numerous mistakes such as: Having favorable pre-interview impressions Playing district attorney or amateur psychologist Asking improper questions Being inept
- Errors that undermine an interview’s usefulness include jumping to conclusions, not having accurate job requirements or the order in which candidates are interviewed. Non-verbal behavior, personal characteristics and physical attributes also create errors. Interviewers may make numerous mistakes such as playing district attorney or amateur psychologist or asking improper questions
- There are two basic ways to avoid interview errors: keep them in mind in order to avoid them and use structured interviews. We’ll look next at how to structure the interview around job-relevant situational and behavioral questions.
- There are five basic steps involved in designing and conducting structured interviews. STEP 1: Write a job description with a list of job duties; required knowledge, skills, and abilities; and other worker qualifications. STEP 2: Rate each job duty, say from 1 to 5, based on its importance to job success. STEP 3: Create interview questions for each of the job duties, with more questions for the important duties. STEP 4: Next, for each question, develop ideal (benchmark) answers for good (a 5 rating), marginal (a 3 rating), and poor (a 1 rating) answers. STEP 5: Select a panel consisting of three to six members, preferably the same ones who wrote the questions and answers. It may also include the job’s supervisor and/or incumbent, and a human resources representative. The same panel interviews all candidates for the job.
- The first step in designing and conducting proper structured interviews is to have a well-done job analysis. Rating the main duties of the job is next. Creating the actual questions and benchmark answers are important as well. Finally, assembling a panel of people and conducting the interviews is the final step in the process.
- You may not have the time or inclination to create a structured situational interview. However, there is still much you can do to make your interviews more systematic and effective.
- STEP 1: Do not start the interview unless you understand the job and what human skills you’re looking for. Study the job description. STEP 2: Base questions on actual job duties. Use job knowledge, situational, or behavioral questions, and know the job to be able to evaluate the interviewee’s answers. Use descriptive rating scales (excellent, fair, poor) to rate answers. If possible, use a standardized interview form. STEP 3: Hold the interview in a private room where telephone calls are not accepted and you can minimize interruptions. STEP 4: The main reason for the interview is to find out about the applicant. To do this, start by putting the person at ease. Greet the candidate and start the interview by asking a noncontroversial question, perhaps about the weather or the traffic conditions that day. Also, let the candidate know what the timeframe is for the interview. Mention how much time you will likely use and how much time he or she will have to ask questions.
- STEP 5: Try to follow the situational, behavioral, and job knowledge questions you wrote out ahead of time. STEP 6: Take brief, unobtrusive notes while conducting the interview. Doing so may help avoid making a snap decision early in the interview, and may also help jog your memory once the interview is complete. STEP 7: Leave time to answer any questions the candidate may have and, if appropriate, to advocate your firm to the candidate. STEP 8: After the candidate leaves, review your interview notes. Then score the interview guide answers (if you used one), and make a decision. Do this as quickly as possible so your thoughts and perceptions are as fresh as they can be.
- As always, knowing the job requirements and specifications is a critical starting place, as is structuring the interview. Being organized not only helps you but also reflects well on the company and is perceived well by the candidate. Creating rapport and setting the stage for a two-way discussion is helpful to all. Be sure to ask useful questions and take short notes on answers to help you remember later. Closing the interview with information about the next steps and a timeline will reassure the candidate. Finally, review the interview immediately afterward and make a decision or recommendation.
- It’s useful to categorize your questions into situational (what would you do), behavioral (describe past behaviors) and background questions. We will discuss two examples of each.
- Situational questions require the candidate to project themselves into a particular situation and explain what they might do. Such questions can provide information about leadership, communication, managing stress, ambition, problem solving and many other important characteristics. It’s a good idea to develop such questions from actual situations that have occurred in your firm.
- Asking behavioral questions (the candidate’s past behaviors) is another way to gather the types of information we discussed. Here, the candidate can demonstrate careful preparation for the interview. That is, a good candidate will have thought through questions similar to the ones you ask and prepared answers carefully. Such preparation may also suggest appropriate introspection on the part of the candidate.
- Background questions are usually best use in the early stages of an interview to help establish rapport as well as validate the resume. They also can lead to other follow-on questions later and provide a touchstone for both the candidate and interviewer.
- All three categories of questions are important and should likely be used in all interviews. Using the same questions for all candidates will be helpful as well.