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- 1 INTRODUCTION Table of Contents
- 1.1 INTERVIEW
- 1.2 Types of Interviews
- 1.2.1 Informational Interview
- 1.2.2 Screening or Telephone Interview
- 1.2.3 Individual Interview
- 1.2.4 Small Group or Committee Interview
- 1.2.5 Behavioral-Based Interview
- 1.2.6 Task Oriented or Testing Interview
- 1.2.7 Stress Interview........................................................................................................
- 1.3 Types of interview questions
- 1.3.1 Open-ended questions.............................................................................................
- 1.3.2 Direct open-ended questions
- response but the question provided direction. These questions have more control over the interviewee. Though freedom is given for the
- 1.3.3 Close ended questions
- 1.3.4 Restatement questions
- 2 Material and Method
- 2.1 Interviewing Process
- 2.1.1 Prepare.....................................................................................................................
- 2.1.2 Purpose
- 2.1.3 Performance
- 2.1.4 People Skills
- 2.1.5 Process
- 2.2 Interviewing People for Organization
- 2.2.1 Planning Interview
- 2.2.2 Conducting the Interview
- 2.2.3 Controlling the Interview
- 2.2.4 Topics to Cover.......................................................................................................
- 2.2.5 Note Taking iv
- 2.2.6 Interviewing Techniques
- 2.3 Post Interview
- 2.3.1 Record Your Observations
- 2.3.2 Narrow the Field
- 2.3.3 Check References
- 2.3.4 Make the Hiring Decision
- 2.3.5 Notify Candidates...................................................................................................
- 2.4 Mistakes made by interviewers
- 2.4.1 You talk too much
- 2.4.2 You gossip or swap war stories
- 2.4.3 You're afraid to ask tough questions
- 2.4.4 You fall prey to the halo effect (or the horns effect)
- 2.4.5 You ask leading questions
- 2.4.6 You invade their privacy.........................................................................................
- 2.4.7 You stress the candidate out
- 2.4.8 You cut it short
- 2.4.9 You gravitate toward the center
- 2.4.10 You rate candidates against each other
- 3 Results & Discussions
- 4 Conclusion
- 5 Bibliography
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List of Tables
Table 1 Comparison of Interviews ................................................................................................... 3
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Abstract
A job interview is a process in which a potential employee is evaluated by an employer for prospective employment in their company, organization, or firm. During this process, the employer hopes to determine whether or not the applicant is suitable for the role. Among many different types of interviews, serving different purposes, job interview is an important one. Usually four types of questions are asked during interviews which are open ended question, direct open ended question, and restatement questions and close ended questions. Interviews are categorized (on the basis of prior planning) as structured, semi-structured or unstructured. Structured interviews are usually preferred.
The interviewing process comprises mainly of six main steps which include preparation, purpose, performance, people skills and process. Interviewing people for a specific job in an organization requires certain abilities which are essential for effective interviewing. Some of these are good listening skills, ability to maintain momentum and being reactive. For effective interviewing some guidelines are there which must be followed. First of all an interview must be planned before conducting it. In the process of planning it should be made clear that what the requirement of the job is. Some of information is also collected about the candidate and interviewing process is outlined. Finally interview is scheduled and candidates are informed. After planning, interview is conducted and six step interview plan is followed. Notes must be taken during the process and all topics should be covered. Interviewers usually commit certain mistakes while interviewing people for a job that must be avoided in order to hire the person suitable for the job.
1.2.4 Small Group or Committee Interview
This is where you will be meeting with several decision-makers at once. It‟s an efficient way to interview candidates and allows for different interpretations or perceptions of the same answer.
1.2.5 Behavioral-Based Interview
The theory behind Critical Behavioral Interviewing (CBI) is that past performance in a similar situation is the best predictor of future performance. CBI probes much deeper than traditional interviewing techniques.
1.2.6 Task Oriented or Testing Interview
This is a problem-solving interview where you will be given some exercises to demonstrate your creative and analytical abilities. A company may ask you to take a short test to evaluate your technical knowledge and skills.
1.2.7 Stress Interview
During this rare type, the interviewer tries to bait you, to see how you will respond. The objective is to find your weaknesses and test how you hold up to pressure. Such tactics as weird silences, constant interruptions and challenging interrogation with antagonistic questions are designed to push your boundaries.
1.3 Types of interview questions
There are four basic types of interview questions
1.3.1 Open-ended questions
Here the interviewee needs to express his/her opinion. A „yes‟ or „no‟ is not enough.
1.3.2 Direct open-ended questions
These questions have more control over the interviewee. Though freedom is given for the response but the question provided direction.
1.3.3 Close ended questions
These types of question produced specific information, save time and required less effort to answer. That is a „ Yes ‟ or „ No ‟ is sufficient to answer close ended question.
1.3.4 Restatement questions
Restatements provide opportunities to clarify points and correct misunderstandings. Questions that repeat the previous answer of a respondent are called restatement questions. Interviews can be compared on the basis of their planning. Following table gives an overview of comparison of structured, semi-structured and unstructured interviews.
Table 1 Comparison of Interviews
Structured Semi-Structured Unstructured
closed questions closed and open questions open questions
pre-set questions some pre-set questions pre-set opening question or area of investigation
pre-coding of answer pre-coding of some answers little or no pre-coding possible
quantitative analysis possible some quantitative analysis may be possible
quantitative analysis not possible
easy to maintain control of the interview
some good interviewing skills required to maintain control of interview
good interviewing skills required in order to maintain control of the interview
How this person is held accountable for performance objectives for their team, business unit, or organization. The consequences they are responsible for when mistakes are made.
2.1.4 People Skills
The most difficult to determine as well as the important part of the process is identifying the people skills a person brings to the job. Each applicant wears a “mask.” A good interviewing and selecting process discovers who is behind that mask and determines if a match exists between the individual and the job. By understanding the applicant‟s personality style, values, and motivations, you are guaranteed to improve your hiring and selecting process.
2.1.5 Process
The best interviews follow a structured process. This doesn‟t mean the entire process is scored with a consistent rating process. A structured approach helps avoid bias and gives all applicants a fair chance. The best way to accomplish this is by using behavioral-based questions and situational questions.
2.2 Interviewing People for Organization
An interviewer must have certain abilities and skill in order to effectively interview people for an organization for the specified job. Some of the skills are given below.
Good listening skills Ability to maintain the momentum of interview Be reactive Ability to control the interview Get to point quickly
Figure 2 Different interviewing skills
2.2.1 Planning Interview
A job interview provides a valuable opportunity for you and the candidate to learn more about each other. Learning more about candidates will enable you to predict more accurately how each candidate might perform in the specific position to be filled. Candidates also have a right to learn about the job for which they are interviewed. You can get the most from the interview by carefully planning in advance what you want to learn from candidates as well as what they will need to learn from you.
There are few critical areas to focus on before meeting with the candidate.
2.2.1.1 What the Job Requires Define the job and what qualifications are required. Identify the essential duties and responsibilities of the position and any working conditions that have a significant impact on the performance of those duties and responsibilities. Prepare to discuss the job briefly, in terms that the candidate can readily understand, remembering that the candidate is also making an employment decision. Following figure gives an idea about what to look for in a candidate.
2.2.1.6 Notify the Candidate Typically, the Office of Human Resources telephones the candidate to invite him or her to an interview. The invitation should include the following information
- Title of the position and the salary offered.
- Status of the position (permanent, temporary etc.)
- Time, location of the interview and directions.
- Name of the interviewer.
- Where the candidate should report.
- Any information required at or prior to the interview, such as a resume or samples of prior work products.
2.2.2 Conducting the Interview
Approach each interview in a positive frame of mind remembering that, although you are a prospective employer, you are also a salesperson for your agency and the job you want to fill. As you are evaluating the candidate, the candidate is also evaluating the position and you as potential Supervisor. Be cognizant of keeping on schedule; leaving a candidate waiting for a long time is very rude and discourteous. Remember your behavior during this interview reflects directly on you and your agency.
The following is a six-step approach to interviewing that can be modified to fit particular needs and circumstances.
Figure 3 The six-step interview plan
2.2.2.1 Introduction Introduce yourself and greet the candidate with a handshake and a friendly smile. The more nervous a candidate is, the more important it is to make an attempt to put him other at ease. Using “small talk” to break the ice could be effective.
2.2.2.2 Review the Application Go over the information supplied on the application and/or resume, and ask the candidate to elaborate on his/her previous job responsibilities or special projects. The nature, direction and enthusiasm of the candidate's responses can provide you with valuable insight into the candidate‟s communication skills. These responses may also give you an indication about what the candidate finds interesting or challenging, and how he or she is likely to fit into the particular job.
2.2.2.3 Describe the Job Provide a written job description (or class standard) to the candidate, and summarize or review the major job responsibilities. Describe the position in terms of the organization‟s structure, also mentioning the individuals he/she will be working with, and a brief description of their positions. It is helpful to work from a checklist of essential job elements, responsibilities and requirements that can be reviewed with each candidate.
Introduction
Application^ Review
Describe Job
Candidate Self- assesment
Clarification^ Candidate
Closing
make the job offer. If the candidate indicates that he or she has already received another job offer and will be forced to accept that offer unless you make a decision immediately, explain to the candidate that you are unable to make a commitment until all the interviews have been completed.
2.2.3 Controlling the Interview
The Six-Step Interview Plan provides a good framework for conducting effective and consistent employment interviews. However, in order for it to help obtain the information needed to make a sound employment decision; one must have control over the interview. Establishing and maintaining control of the interview requires effective listening combined with good questioning techniques. The key to effective listening is for you to do minimal talking during the interview. After establishing rapport and describing the job and its requirements to the candidate, let the candidate do most of the talking. It is important that one pays attention to the candidate. Do not let the mind wander or think ahead to the next question instead of listening to what the candidate is saying. Occasionally, restating a candidate's reply or observation in your own words may be useful.
As noted previously, it is always a good technique to ask questions that require more than a simple “yes” or “no” answer. The questioning should encourage the candidate to communicate information that will shed light on his or her capability to perform the job effectively. Phrase some of questions in terms of “who, what, why, when, where and how.”
2.2.4 Topics to Cover
Attempt to gain knowledge about the candidate's career growth, stability, achievement, interpersonal skills and interest in the position. Examine the following areas:
Work Experience–Compare the duties and responsibilities, supervision and the candidate‟s likes and dislikes of past and present positions with the position you are seeking to fill. Question the candidate on his or her progress and salary increases. Also find out the candidate‟s reasons for leaving a past or current job.
Relevance of Education–A person's educational choices can reveal important aspects of his or her personality, motivation, character and interests. Key areas include: subjects studied, academic performance, class offices held, night school attendance and work experience while in school. Outside Interests–Because a candidate has the freedom to choose leisure activities, when relevant to the job, outside interests, such as organization and association memberships, and volunteer work, may be revealing. Sensitive Topics–There may be situations in which you will have to ask sensitive questions or probe for more factual information, even though this may make the candidate uncomfortable. After reviewing the previous section of this guide, you should have a good idea of what you can and cannot ask the candidate. As long as the topic is job related and within permissible parameters, do not hesitate to try to find out what you need to know to make a hiring decision. If the candidate seems upset by this, explain that a fair evaluation depends on clarification of all issues that have a relationship to the job.
2.2.5 Note Taking
Unobtrusive note taking during the interview is necessary to have a record of the information gathered that you can refer to later. Inform the candidate at the beginning of the interview about taking notes so that he or she does not perceive it as a threat or distraction.
2.2.6 Interviewing Techniques
Figure 4 Interviewing Techniques
The following techniques will help you conduct a successful interview:
2.3.2 Narrow the Field
After interviewing all the scheduled candidates and before making final hiring decision, narrow the field to consider hiring for the position. Don't center all consideration on one person and exclude all others from contention, because if first choice turns down the position, there would be trouble remembering the merits of the other candidates.
2.3.3 Check References
Begin with first choice and check the references the candidate provided. References from former employers may be helpful in finding out about the candidate's work habits and personal characteristics. Note, however, that many employers today are hesitant to share too much information about a former employee. In fact, some employers will provide no information other than verification that the candidate previously worked for them. Inform the candidate beforehand that you will be checking references. Ask for at least two professional references and, if necessary, secure his or her written consent. This may make it easier for former employers and school officials to release information. Unless this is the candidate's first job, do a reference check with at least one recent former employer.
2.3.4 Make the Hiring Decision
Review all the information you have obtained on the candidates. Consider the following factors in arriving at your final decision: Ability to do the work Interest in doing the job Potential for growth Ability to adjust to the job environment
After careful thought, make the decision to hire or not to hire. A valid selection occurs when the “merit and fitness” of the candidate are the primary determining factors in the decision.
2.3.5 Notify Candidates
After the hiring decision is made, notify the selected candidates. Generally, such notification should be made within five business days following the interview. Good
personnel practice and common courtesy require that the candidates not selected should also be informed and thanked for their interest.
2.4 Mistakes made by interviewers
Hiring is one of the hardest parts of managing a team. A lot is riding on the initial meeting, and if you're nervous or ill-prepared or both it can make you do strange things. The following mistakes are all too common, but they're easy to avoid with some advance preparation.
2.4.1 You talk too much
When giving company background, watch out for the tendency to prattle on about your own job, personal feelings about the company, or life story. At the end of the conversation, you'll be aflutter with self-satisfaction, and you'll see the candidate in a rosy light but you still won't know anything about his or her ability to do the job.
2.4.2 You gossip or swap war stories
Curb your desire to ask for dirt on the candidate's current employer or trash talks other people in the industry. Not only does it cast a bad light on you and your company, but it's a waste of time.
2.4.3 You're afraid to ask tough questions
Interviews are awkward for everyone, and it's easy to over-empathize with a nervous candidate. It's also common to throw softball questions at someone whom you like or who makes you feel comfortable. You're better off asking everyone the same set of challenging questions -- you might be surprised what they reveal. Often a Nervous Nellie will spring to life when given the chance to solve a problem or elaborate on a past success.
2.4.4 You fall prey to the halo effect (or the horns effect)
If a candidate arrives dressed to kill, gives a firm handshake, and answers the first question perfectly, you might be tempted to check the imaginary "Hired!" box in your mind. But make sure you pay attention to all the answers and don't be swayed by a first impression.
