This document provides guidance on conducting job interviews. It recommends using ice-breakers to put applicants at ease before discussing the job. Interviewers should avoid topics like politics or religion that could bias their view of suitability. They should then transition smoothly from the ice-breaker to starting the interview. The document also advises allocating more time to listening than talking and using active listening techniques like paraphrasing. Both verbal and nonverbal cues from applicants need to be considered, though nonverbal signals can have different meanings across cultures. Finally, it discusses techniques for encouraging applicants to talk and avoiding relying only on first impressions or single statements when forming perceptions.
Organizational Aesthetics As A Contribution in The Management of Entrepreneurial Organizations: Systematic Literature Review and Qualitative Meta-Synthesis
This document provides guidance on conducting job interviews. It recommends using ice-breakers to put applicants at ease before discussing the job. Interviewers should avoid topics like politics or religion that could bias their view of suitability. They should then transition smoothly from the ice-breaker to starting the interview. The document also advises allocating more time to listening than talking and using active listening techniques like paraphrasing. Both verbal and nonverbal cues from applicants need to be considered, though nonverbal signals can have different meanings across cultures. Finally, it discusses techniques for encouraging applicants to talk and avoiding relying only on first impressions or single statements when forming perceptions.
Original Description:
dfd
Original Title
Post Midterm - Week 1(a) - Recruitment & Selection
This document provides guidance on conducting job interviews. It recommends using ice-breakers to put applicants at ease before discussing the job. Interviewers should avoid topics like politics or religion that could bias their view of suitability. They should then transition smoothly from the ice-breaker to starting the interview. The document also advises allocating more time to listening than talking and using active listening techniques like paraphrasing. Both verbal and nonverbal cues from applicants need to be considered, though nonverbal signals can have different meanings across cultures. Finally, it discusses techniques for encouraging applicants to talk and avoiding relying only on first impressions or single statements when forming perceptions.
This document provides guidance on conducting job interviews. It recommends using ice-breakers to put applicants at ease before discussing the job. Interviewers should avoid topics like politics or religion that could bias their view of suitability. They should then transition smoothly from the ice-breaker to starting the interview. The document also advises allocating more time to listening than talking and using active listening techniques like paraphrasing. Both verbal and nonverbal cues from applicants need to be considered, though nonverbal signals can have different meanings across cultures. Finally, it discusses techniques for encouraging applicants to talk and avoiding relying only on first impressions or single statements when forming perceptions.
Before staring the interview, put the applicant at
ease by using ice-breakers, i.e. comments and
questions that have no direct bearing on the job.
Did you have a smooth commute? Hope we didnt keep you waiting for long, .... When using ice-breakers, avoid political, religious or such other topics that may skew the interviewers view of the applicants job suitability.
It is always a good practice to integrate the topic of your ice-breaker into transitional statement to get the interview started.
I am glad you didnt have any trouble getting here, you must be excited about the opportunity so lets get started. This type of transitional statement creates a bridge between one stage of the interview to another, thereby eliminating the awkward silence or stammering that can easily occur. Balance the amount of talking with listening. Talking more does not mean that the interviewer is in control of the interview.
25% time should be devoted to your talking 75% time should be devoted to active listening
Active listening requires the listener to feed back what they hear to the speaker, by way of re-stating or paraphrasing what they have heard in their own words, to confirm the understanding of both parties.
Listen for connecting themes/ideas relevant to the job Summarize periodically Filter out distractions Screen out personal biases Acknowledge any emotional states Nonverbal messages may be as important as the verbal messages communicated by an applicant.
Body Language (body movements, gestures, vocal tone, pitch, speech rate, pauses in speech etc.) Eye Contact Expressions Personal space Amount of time between verbal exchanges
Nonverbal messages may not be interpreted the same cross-culturally.
Some people smile to mask embarrassment (Thailand) whereas other may smile when confused (Japan) Shaking head up & down means yes in Pakistan whereas the same gesture means no in Bulgaria In US, closed eyes signify boredom or sleep whereas in Japan, it may mean the listener is concentrating deeply
Nonverbal Messages Typical Interpretation Direct Eye Contact Friendly, sincere, self-confident, assertive Avoiding Eye Contact Cold, evasive, insecure, nervous, indifferent Biting the Lip Nervous, uneasy, fearful Folding Arms Angry, disapproving, defensive, aggressive Slouching in seat Bored, relaxed Shifting in seat Restless, bored, nervous Leaning Forward Attentive, interested Narrowing Eyes Disagreeing, angry, disapproving 1. Use Repetition 2. Summarize 3. Ask close-ended questions 4. Employ certain phrases to encourage them to continue talking 5. Use encouraging body language 6. Try silence
The process by which people translate sensory impressions into a coherent and unified view of the world around them.
Avoid the following perceptions: 1. First Impressions 2. Information from Others 3. Single Statement 4. Ethnocentrism (Applying own values, standards and beliefs to judge or evaluate others)
Get Chapter 9 (Types of Employment Interviews) from Copy Shop for next session
Organizational Aesthetics As A Contribution in The Management of Entrepreneurial Organizations: Systematic Literature Review and Qualitative Meta-Synthesis