Guide to Developing Interview Questions for Structured Interviews, Study Guides, Projects, Research of Communication

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Structured Interviews

Presented by the U.S. Office of Personnel Management

Training Objectives

• Section 1: Overview of Structured Interviews
• Section 2: Developing a Structured Interview
• Section 3: Conducting a Structured Interview
• Section 4: Evaluating a Structured Interview
• Section 5: Tips for Effective Interviewing

What Is a Structured Interview?

• An assessment method designed to measure job- related competencies by systematically inquiring about a candidate’s behavior: - In past experiences and - In proposed hypothetical situations
• Uses a standardized questioning and scoring process for all candidates

Key Standardized Features

• All questions are developed by Subject Matter Experts (SMEs) based on job-related competencies
• All candidates are asked the same predetermined questions and in the same order
• A panel of trained interviewers takes detailed notes on candidates’ responses
• All responses are evaluated using the same rating scale and standards for acceptable answers

Section 2: Developing a Structured

Interview

Eight Key Steps

1. Review Job Analysis Material

2. Determine the Competencies to be Assessed

3. Develop the Interview Questions

4. Develop the Probe Questions

5. Develop the Rating Scale

6. Pilot Test the Questions and Interview Process

7. Develop an Interviewer’s Guide

8. Document the Development Process

2) Determine the Competencies

to be Assessed

• Structured interviews are well-suited for assessing competencies such as: - Teamwork - Oral Communication - Interpersonal Skills - Conflict Management - Influencing/Negotiating
• Structured interviews typically assess 4- competencies unless the job is unique or at a particularly high level

3) Develop Interview Questions

Tips for Writing Interview Questions:

• Reflective of the job and tied to competencies identified through the job analysis
• Open-ended
• Clear and concise
• At an appropriate reading level
• Free of jargon
• Written with superlative adjectives (e.g., most, last, worst, least, best)
• Potentially provide a context for the interview questions

3) Develop Interview Questions

• Behavioral Questions
  • Draw from a candidate’s actual behavior during past experiences (which demonstrate job-related competencies)
  • Based on the premise that the best predictor of future behavior on the job is past behavior under similar circumstances
• Situational
  • Present realistic job scenarios or dilemmas and ask how applicants would respond
  • Based on the premise that people’s intentions are closely tied to their actual behavior

3) Develop Interview Questions

• Convene a panel of SMEs
• SMEs familiarize themselves with:
  • The competencies being assessed and their definitions
  • Some tasks associated with the competencies
  • The “Tips for Writing Interview Questions” (Slides 11-12)

Develop Interview Questions:

Example Behavioral Question

• Example Competency: Interpersonal Skills Shows understanding, friendliness, courtesy, tact, empathy, concern, and politeness to others; develops and maintains effective relationships with others; may include effectively dealing with individuals who are difficult, hostile, or distressed; relates well to people from varied backgrounds and different situations; is sensitive to cultural diversity, race, gender, disabilities, and other individual differences.
• Example Question: Describe a situation in which you dealt with individuals who were difficult, hostile, or distressed. Who was involved, what specific actions did you take, and what were the results?

Develop Interview Questions:

Situational Questions

• Select competencies/associated tasks from a job analysis/position description/job opportunity announcement
• Write critical incidents, or examples of effective and ineffective behaviors or situations you have witnessed on the job which reflect the competencies and associated tasks
• A second group of SMEs reads the behaviors and identifies the competency that they believe the incident best illustrates
• Rewrite the retained critical incidents in the form of hypothetical situational questions

4) Develop Probe Questions

• It may be necessary to use probe questions to guide the candidate in providing the three important pieces of information necessary to accurately assess their response
• Decide beforehand whether or not probe questions will be allowed
• Make a list of acceptable probe questions for every competency interview question

Develop Probe Questions

• Do not use leading probes that convey the answers
• Do narrow in on the candidate’s specific roles and actions - Seek clarification when candidates say “we did…” or “our group…” - Seek clarification when candidates are vague
• Do not challenge by word or expression any statements made by the candidate
• Do ask open-ended questions unless looking for a yes/no response