INTERVIEWS

What is an interview?
> a face-to-face verbal exchange which enables one to discuss as much as
possible in the shortest/smallest amount of time, relevant information about something.

 Any planned and controlled conversation between two (or more) people which has a
purpose for at least one of the participants and during which both speak and listen from
time to time (Nicky Stanton)
 A conversation between two people (the interviewer and the interviewee) where
questions are asked by the interviewer to obtain information from thA formal meeting in
person, especially one arranged for the assessment of the qualifications of an applicant.

 - A conversation, such as one conducted by a reporter, in which facts or statements are

elicited from another.
 - An account or a reproduction of such a conversation.
 - A somewhat formal discussion between a hirer and an applicant or candidate,
typically in person, in which information is exchanged, with the intention of establishing
the applicant’s suitability for a position.
 - A meeting of people face to face, as to evaluate or question a job applicant
 - a formal meeting in which one or more persons question, consult, or evaluate another
person: a job interview.

In short, we may say that an interview is regarded as a kind of meeting, an interpersonal or

group situation where the conversation is highly structured. It is typically dominated by
questions and answers with one person or group providing the answers. The goal of an
interview in an organization is to produce useful information that will aid in decision-
making.

Interviewing or being interviewed are something we are all involved in every day – for
instance, talking and listening to people – at home, at work and at leisure. Interviews are
conducted between doctors and their patients, lawyers and their clients, teachers and their
students, police and the public, judges and witnesses, journalists and the public, among
others.

Different organizations use interviews for a variety of purposes, which include: recruitment
of staff, grievances and complaints, disciplinary action, exit

This means that interviews are not limited to job selections but are a basis of obtaining
information, opinions, feelings or sentiments which are important for the management in
making decisions. They provide a two-way communication of both employees and the
management when used internally.

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 Purposes of Interviews

Interviews explore certain areas or aspects which more information is required and which can
help the management employ, promote, dismiss and counsel employees. There are different
purposes of interviews: Researchers normally conceive the following as purposes of
interviews:

(i) Dissemination of Information e.g. Teacher-student interviews, news journalistic

interviews
(ii) Seeking belief or behavior change e.g. Sales, discipline, counseling ,
(iii) Problem solving and decision-making e.g. employment interviews, performance
appraisal, medical interviews, counseling, grievance procedures, parent-teacher
discussions.
(iv) Research and discovery of new information (academic and social issues, market
research, polls and opinion surveys, police interrogations, academic and writer
research.

Most interviews, whether their overall purpose, will be concerned with eliciting or
exchanging information of various kinds.

Types of Interviews

There are many types of interviews. The following are some of the interviews which may be
conducted in organizations:

i) Recruitment and selection interviews

ii) Appraisal/promotion l Interviews
iii) Counseling Interviews
iv) Exit interviews
v) Research/Data gathering interviews
vi) Disciplinary Interviews
vii) Grievance Interviews

Recruitment/Selection Interviews: These are interviews conducted to assess the suitability of

an individual (or an internal candidate or an outside one) for a post. The motive of the interview
in this case is to check information that has been given by the candidate in the application letter
and make assessment of his/her skills, knowledge, interest and experience or relevance for the
advertised post.

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 job.

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Role

A job interview typically precedes the hiring decision, and is used to evaluate the candidate. The
interview is usually preceded by the evaluation of submitted résumés (CVs) from interested
candidates, then selecting a small number of candidates for interviews. Potential job interview
opportunities also include networking events and career fairs. The job interview is considered
one of the most useful tools for evaluating potential employees. It also demands significant
resources from the employer, yet has been demonstrated to be notoriously unreliable in
identifying the optimal person for the job An interview also allows the candidate to assess the
corporate culture and demands of the job.

Multiple rounds of job interviews may be used where there are many candidates or the job is
particularly challenging or desirable. Earlier rounds may involve fewer staff from the employers
and will typically be much shorter and less in-depth. A common initial interview form is the
phone interview, a job interview conducted over the telephone. This is especially common when
the candidates do not live near the employer and has the advantage of keeping costs low for both
sides.

Once all candidates have been interviewed, the employer typically selects the most desirable
candidate and begins the negotiation of a job offer.

Appraisal Interviews: When somebody is already employed in a position, it is important that

his/her performance be evaluated after sometime. Hence the aim of these interviews is to find out
how the employees are coping with the tasks of the job and what personal or professional skills
they may need in form of training. Appraisal interviews also involve discovering the employee’s
appreciations and future prospects. This is done by reviewing past and current performance in
the job by both the appraiser and appraisee’s point of view.

Counseling Interviews: This is the kind of interview used by organizations to deal with
personal problems affecting the employees. They may be social, domestic, emotional etc Here,
the manager or personnel officer needs to listen carefully (empathetic listening) and to help
employees overcome the problems. Counseling is mostly used when dealing with the society,
the families, hospitals and in some cases spiritual matters to give people emotional support to
cope in life and work situations.

Exit Interviews: they are normally conducted on employees who are leaving the organization in
order to get reasons for their departure, the experience they have had and to allow them to
comment on how they found their stay in the organization.

An exit interview is an interview conducted by an employer of a departing employee. They are

generally conducted by a relatively neutral party, such as a human resources staff member, so
that the employee will be more inclined to be candid, as opposed to worrying about burning
bridges. Exit interviews are conducted by paper and pencil forms, telephone interviews, in-

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person meetings or online through exit interview management systems. Some companies opt to
employ a third party to conduct the interviews and provide feedback

Uses of Exit Interviews in Business

The purpose of an exit interview is to gather employees' feedback on the work experience in
order to improve working conditions and retain employees Other uses for exit interviews for
organizations include improving work productivity, providing an early warning about sexual
harassment, workplace violence and discrimination issues and measuring the success of diversity
initiatives

In most cases, employees are reluctant to give reasons for their departure since they fear
victimization. They feel the organization may not give them good recommendations or deny
them benefits or might spoil their chances of coming back. For that matter, many employees
claim they are either leaving on personal grounds or just to take a rest.

Research/Data Collecting Interviews: This kind of interview is used by business organizations

where there is need to collect information about a market, advertising or in product testing. Data
gathering interviews involve collection of information from the respondents by use of
questionnaires or surveys. The research can be either secondary or primary data collection.
Information is collected which is then analyzed to help solve the management problems. A
normal process in field survey involves sampling of the population from which the information is
required from which references or deductions are made about the entire population.

Disciplinary Interviews: This kind of interview is held to consider whether disciplinary action
should be taken against an employee, usually in accordance with the organization’s disciplinary
procedure. This can have very serious consequences. It is carried, therefore, to be clear about
the objectives of the formal interaction. The most important point is that the interview must aim
to establish the truth about what has occurred. It is, therefore, a two-way process in order to get
the facts about the situation. The employee must have the opportunity to put his/her case
properly and, issues of personal prejudice have to be carefully dealt with. This should be a
culmination of a process which has included a thorough and impartial investigation of all the
issues.

In this type of interview, it is usually the case that the interviewee is able to be accompanied by a
representative or a ‘friend’ to advice/support and possibly ‘speak’ on his/her behalf, as well as
acting as a witness to the proceedings.

Grievance Interviews: These interviews form part of a broader procedure – which structure
the way in which employees raise complaints about their treatment at work (by the organization
in general or by an individual member of it) and the steps which are to be taken to deal with the
complaints.

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The aim of the interview is to solve the grievance. The way in which the grievance is handled is
as important as the solution itself. Employees should leave with at least the feeling that they
have received a fair hearing and consideration. Bitter arguments, accusations and counter-
accusations are ineffective ways of resolving a conflict or grievance.

HOW TO ENSURE AN EFFEC TIVE INTERVIEW

In order to ensure an interview is conducted successfully, the following must be taken into
consideration:

(i) Comfort: The place for the interview should be comfortable to avoid self-
consciousness and nervousness.
(ii) Environment: it should be private and in a quiet place with no interruptions.
(iii) Interview Behaviour: the interviewer should be ready to assist but careful and
understanding.
(iv) Theme of the Interview: Interviewers must stick to the subject or them
(v) Information Flow: answers given should be checked against the correct answers and
where necessary questions may also be rephrased to help the interviewee.

Interviewer should inform himself/herself about the person/persons they are interviewing.
Application forms will provide details of education, employment background and experience
skills.

Ineffective Interviews: The following are some issues that derail an interview and which
would make the interview ineffective:

(i) Talk longer than necessary

(ii) Rambled off the point into a discussion of irrelevancies.
(iii) One or other party talked too much, not letting the other get a word in edge ways.
(iv) Left one feeling dissatisfied in that the interview did not achieve what one had
expected or hoped.
(v) Left one wondering what the purpose of the interview really was.
(vi) Developed into an argument or even in a slanging match.
(vii) Did more harm than good.

THINGS AN INTERVIEWER AND INTERVIEWEE SHOULD AND SHOULD NOT DO

A: Interviewer

Before the Interview, the interviewer should:

(i) Find out as much as possible about the interviewee. Application forms will provide
details of education, employment, background and experience skills.

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 (ii) Gather and organize relevant information to ensure that he/she is fully conversant
with the subject event of the e.g. job requirement, employee appraisals, records and
employment history. E.g. for selection interview.
(iii) Establishing an environment for the interview itself e.g. ensure a comfortable private
room is available and no distractions around it – for example, arranging for phone
calls to be redirected, warning sign to prevent interruption etc.
(iv) Determine the topic he/she will need to cover and types of questions to be asked.
Talk through planned structure with a colleague or panel members.
(v) Decide the structure of the interview e.g. would it be better to begin with general
questions, followed by specific questions? How are you going to arrange the
furniture? How can you prevent interruptions?

DURING THE INTERVIEW

(i) Put the interviewee at ease – by asking questions that are easy and they can talk
about. Factual answers are of less value to the interviewer than those that
demonstrate the candidate’s opinions and judgements unless the interview is for
examinations.
(ii) Establish effective social interactions to enable interviewee be open and respond
freely.
(iii) Take into account different manifestations of shyness.
(iv) Strive for open questions, avoiding those likely to produce straightforward answers.
(v) Invite the interviewee to ask questions about the job conditions, salaries etc. It also
helps the interviewee seek clarification for what he/she feels has not been adequately
dealt with during the earlier part of the interview.
(vi) Allow the interviewee to display his/her ability or lack of it.
(vii) Retain control of the interviewee at all times, while at the same time allowing minor
digressions if these help the feeling of rapport.
(viii) Pay attention to the non-verbal communication.
(ix) Be alert and not switch off especially when an interviewee demonstrates unsuitability
he/she may have.
(x) Demonstrate interest in what the interviewee is saying.

What to Avoid: The interviewer should not:

(i) Show an over-positive assessment or disagreement with an interviewee’s response to

a question.
(ii) Avoid talking too much and instead, give a chance to the interviewee to express
him/herself. The object of the interview is to appraise the interviewee not to impress
the interviewee with your knowledge.
(iii) Avoid biases during the appraisal.
(iv) Avoid interrupting unnecessarily.

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 (v) Avoid distortion of the message
(vi) Avoid an environment that has too much comfort or harshness
(vii) Avoid use of inappropriate language by following the code of ethics that is required
when conducting interviews.

B: Interviewee

Before the Interview, the interviewee should:

(i) Be informed about the organization – its history, geographical location, general
methods of doing business, reputation, etc. Information such as whether it is a big
organization or a small firm, where it is based, whether it is quoted on the stock
exchange. If so, is the share price rising or falling?
This information can be obtained through – the internet, organization itself – eg
through their Annual Reports or magazines, local/public college libraries, television
or newspapers or even personal contacts with people who know or have worked there.
(ii) Formulate questions that might be asked, factual questions as well as ‘trap’ questions
e.g.” we have many applicants for this job, tell me why we should take you”
(iii) Make note of questions you wish to ask e.g. “how much will I be paid and are there
training opportunities in the firm?”
(iv) If you are one who is shy or often nervous, practice dealing with it. Learn, for
example, ways of reducing anxiety. Do some positive thinking before hand eg about
the interview, you and your behavior. Nerves can be beneficial – they make us more
alert and better able to perform well.
(v) Ensure you have appropriate clothing to use on the day of the interview. Casual
wear on such a day would only display one’s irresponsibility, lack of seriousness or
disregard for the interviewer. Note that last-minute rush or preparation could ruin
one’s chances of getting the job.
(vi) Ensure you have all your certificates and testimonials ready and well-arranged. You
should also have your identification document – preferably your national identity
card. Watch news the previous night – to acquaint yourself with current issues
affecting the country/globally. You should also read the newspapers for the day and
internalize the major issues – especially where the firm is affected.

DURING THE INTERVIEW

(i) Arrive in good time – not only because it is polite but because having to rush will
leave you feeling hot and flustered as well as being nervous.
(ii) Be neat and fairly conservative in your appearance.
(iii) Take cues from the interviewer on degree of formality – your sensitivity to non-
verbal communication should help you with this. Perhaps be a little more formal than
usual. Be cautious about jokes, sarcastic asides and so on.

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(iv) Be prepared to take notes, if it is necessary to record information but it might be best
if they would mind if you did. Even then, do not scribble furiously all the way
through.
(v) Be polite, but friendly and don’t forget to smile (but only when it is appropriate)
(vi) State why you are applying for the job and show you know something about it.
(vii) Don’t depend merely on a ‘smooth front’ (appearance and smile) to sell yourself.
Provide full information to the prospective employer (interviewer)
(viii) Admit potential weaknesses. Under no circumstances should you attempt to bluff or
fake on these, but whenever possible, make a transition from a weakness to a
strength; or at least, when the facts justify it, show some extenuating circumstances
for the weakness. (This does not mean supplying excuses).
(ix) Present your qualifications in terms of having something of value to offer the
company. Deal as much as possible in specific details e.g. job experience, interests,
travel, activities, offices held, organizations and schools. Generally attempt to
expand your responses beyond a simple ‘yes’ or ‘no’.
(x) Try to enjoy the interview
(xi) Remember the normal rules of etiquette.
(xii) Trust the interviewer and have confidence in him/her. This will help the interviewee
to be honest in the responses he/she makes during the interview.
(xiii) Be realistic – demonstrate your ambitions but within reason.
(xiv) Be prepared to say something about your goals, but relate them to time and the
experience you hope to gain in five or ten years. The use of a time span will
demonstrate that your are organized and thoughtful. (show that you know who you
are, what you can do, what you want and where you are going.)
(xv) Be sincere – be yourself
(xvi) Get as much information as possible about the job requirements and organization, and
on ‘sensitive matters’ such as salary – usually in terms of range, or the ‘going
average’
(xvii) Try never to have an interview concluded without some sort of understanding about
where you stand, what happens next, who is to contact whom and so on.
(xviii) Leave promptly when the interview is over – don’t hover around, smile, shake hands
if it is acceptable.

What to Avoid: The interviewee should not:

(i) Use inappropriate language e.g. ‘ok’, ‘no way’, ‘it is alright’ ‘I mean’, ‘fantastic’,
‘like I said’ etc. such expressions are not typical if a professional
(ii) Should avoid a negative start – this means that he/she must watch the opening of an
interview by avoiding making remarks that create a ‘negative set’ for the rest of the
interview. Eg/ ‘I am afraid I haven’t had any experience’

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 (iii) Should avoid unnatural posture e.g. slumping or sitting like a stiff ‘tin soldier’.
This is a sign of nervousness. The best impression is created by sitting up straight
with leg not crossed.
Find a comfortable but alert position which looks good and feels easily maintainable
without fidgeting.
(iv) Avoid monotonous delivery. A loud domineering voice will make the interviewer
feel threatened; a quiet, low monotonous voice will bore them. Therefore,
concentrate on projecting your voice in a dynamic, enthusiastic tone. Above all, aim
at variety of pitch, volume and speed.
(v) Avoid unresponsiveness – when the interviewer asks questions which appear to
require only a ‘yes’ or ‘no answer, try to expand your answer beyond a simple ‘yes’
or ‘no’
(vi) Avoid deliberate unresponsiveness – when asked a question which one has no
answer, one should not keep quiet – e.g. won’t you leave to have a baby before long?’
always try to answer honestly if you can – this might be an opportunity to offer your
opinion about women working. It is better to adopt the ‘political response’. Learn
from politicians. However, this technique should be used when absolutely necessary.
It is not an alternative to good preparation.
(vii) Avoid arriving late to the interview, unprepared and not well groomed.

INTERVEW STRUCTURE

All interviews need a structure. The structure of a typical interview would be as follows (but not
always)

Opening of the Interview: It is essential that the opening of the interview is handled carefully
for the relationship established during the first few minutes, will give direction to the success of
the interview. The interviewer will need to establish rapport and introduce the main content of
the interview.

The Body of the Interview: The opening should not take much time, therefore, the body is the
major part. It is reserved for asking and answering questions, seeking solutions to problems or
trying to persuade the interviewee/interviewer to accept your idea or the customer/audience your
product. Under normal circumstances, the interviewer should allow 95% of a 30 minute
interview for this purpose. The extent to which one will want to structure the interview will
depend on the purpose of the interview, type and time restrictions. The interview structure is
frequently described as:

(a) Non-structured interviews

(b) Moderately structured interviews
(c) Highly structured interviews
(d) Highly structured/standardized interview.

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Non-structured Interview: They have no pre-arranged schedule or framing of questions. E.g. the
interviewee to steer the interview – for example, if an interview has a complaint or grievance/personal
problem, this would be a good method.

Moderately Structured Interview: This involves planning and framing the major questions an
interviewer wants answered and perhaps some possible follow-up questions to probe deeper if
necessary – e.g. If the interviewee does not volunteer information.

Highly Structured Interviews: All questions are arranged and scheduled in advance. These questions
are put to each interviewee in exactly the same way. This type tends to rely on close-ended questions
and is useful when one wants to compare the interviewee’s responses.

Highly Structured/Standardized Interview: All questions are arranged and scheduled in advance. The
potential answers are pre-planned in such a way that the interviewee has a restricted choice of answers
from which to choose one e.g. if the price of sugar were reduced, would you buy more, less or about the
same as you do now? All the questions are close-ended.

The extent to which one will want to structure the interview will depend on: the purpose, the type of
interview and if there are any restrictions.

HOW TO QUE3STION AND PROBE DURING THE INTERVIEW

The aim of the interviewer is to conduct a conversation, rather than an interrogation session. The way
questions are framed influence the atmosphere of the interview. One, therefore, needs to be familiar
with the basic types of questions and their uses as follows:

1. The Direct Question or Close-Ended Question: Permits the interviewee very little or
no freedom in selecting their responses. There is usually one specific answer – e.g. what
‘A-Level subjects did you take?” Use- seeks, objective, factual, biographical data,
qualifications for a job etc.
2. Bi-Polar Question: ‘Yes/No’ Question: Limits the answer for ‘yes’ or ‘no’ e.g. did you
travel by train or matatu? - Uses: gets definite information quickly.
3. The Loaded Question: Sometimes the use of emotive words in questions indicates the
response the interviewer wants. E.g. ‘Do you think we should accept this crazy idea?’
Uses: when interviewer is trying to find out how able the interviewee is to resist being
led etc
4. The Leading Question (also known as Standard Revealing Question: This makes it
obvious what the answer should be or what the interviewer expects, the interviewer is in
effect ‘leading’ the interviewee. E.g. ‘Don’t you think it would be a good idea if we…..?’
Uses: This is used by sales representatives to get an affirmation answer.
5. The Open-Ended Question: Allows interviewee maximum freedom in responding e.g.
“Tell me about yourself.”
Uses: Can reveal a great deal about a person’s attitudes, beliefs and motivation.

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 6. The Prompting Question: this helps the interviewee who appears to have a mental
“block” or is not clear exactly what the interviewer is getting at eg “Tel me about
yourself”…..(pause) “well, starting from last year.

Uses: to help the interviewee who has ‘gone blank’

7. The Mirror Question: This ‘plays back’ to the interviewee the interviewer’s
understanding of the last response or summarizes several different statements made by
the interviewee. E.g. “So you’re saying that in general, you would support the idea?”
Uses: one of the most effective ways of ensuring that real communication was taking
place. This type of question also does the following:
(i) Provides the interviewee with immediate feedback as to how well they are
communicating, what they really mean.
(ii) Allows interviewer to check their understanding.
These two advantages improve the quality of listening in the interview and help to
promote an atmosphere of empathy and trust.
8. The Probing Question: The question often begins with “Why” the simple question
‘why’ is a useful question in itself, particularly if the interviewer does not want to run the
risk of stopping the interviewee from talking. E.g. “Could you give me an example of
what you mean by poor workmanship?”
Uses: It encourages the interviewee to keep talking
9. Hypothetical Question: Helps to see how an interviewee might handle some potential
situation: e.g. “Let us assume that you have discovered one of your students drinking
heavily and that it is interfering with his work. What would you do?”
Uses: Helps in discovering an interviewee’s prejudices, stereotypes and other attitudes,
beliefs and value.

Closing the Interview: When time limit is up; when the interviewer has the information he/she
wanted; when it is obvious that continuing with the interview will be unproductive, this is the
time to close the interview. There are three main things to be accomplished when closing the
interview:

 Briefly summarize the achievements of the interview, or the views expressed,

 Thank the interviewee for participating
 Inform the interviewer that the organization will communicate.

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