SUCCESSFUL INTERVIEWING

Presented by: Nguyn Th Thu Hng

- FSS HR -

SEMINAR OBJECTIVES
This seminar could help in:
1.
2.
3.
4.
5.

Planning an appropriate interview

Developing necessary questions
Questioning and getting information
effectively
Evaluating the interview and candidates
Making final recruitment decisions

SEMINAR CONTENT

1.

2.

PURPOSE OF THE INTERVIEW AND INTERVIEW

MODEL
SOURCES OF INFORMATION FOR INTERVIEW
QUESTIONS

3.

PHRASING QUESTIONS

4.

INTERVIEWING FOR BEHAVIOR

5.

EFFECTIVE INTERVIEWING TECHNIQUES

6.

MAKING FINAL DECISION

7.

EXIT INTERVIEW

1. PURPOSE OF THE INTERVIEW

THE PURPOSE

Interviewing is a conversation with purposes

The purpose of interviewing is to collect

information/evidence that the candidate has
(or not has) skills and qualifications critical to
successful job performance

1. PURPOSE OF THE INTERVIEW

STRATEGIC INTERVIEW MODEL
CANDIDATE SELECTION DECISION
CANDIDATE EVALUATION
THE INTERVIEW
INTERVIEW DESIGN (PLAN)
JOB APPLICATION STUDY
JOB ANALYSIS

2. SOURCES OF INFORMATION

JOB DESCRIPTION & JOB PROFILE

1.
2.
3.
4.
5.
6.
7.

Specific tasks
Working conditions
Job demands
Performance standards
Soft skills and technical skills
Limits to discretion
Required characteristics

JOB APPLICATION
1.

Work history

2.

Education and experience

3. PHRASING QUESTIONS
OPEN-ENDED QUESTIONS
An open-ended question is one that requires more
than a simple yes or no answer.
ONE-STEP PROBE
The one-step probe is designed to collect a basic
information. They begin with the words who, what,
when and where.
TWO-STEP PROBE
The two-step probe is designed to obtain further
information than provided by the simple one-step probe.
They begin with how and why.

3. PHRASING QUESTIONS
COMPARISION AND CONTRAST
The interviewer asks the candidate to compare (or
contrast) two or more items or events. This will give
him an enormous amount of relevant information.
USE OF EXAMPLES
The interviewer asks for the examples to support
the previous statement of the candidate.
SITUATIONAL QUESTIONS
The interviewer describe a problem and asks the
candidate what he or she could do

3. PHRASING QUESTIONS
Avoid yes or no
question
Choose questions that
encourage applicants to speak
freely
Use applicants answers to lead
to other questions

QUESTIONING TIPS

Ask one question at a time

Try to vary your questions

Dont ask the questions that

suggests the answers

3. PHRASING QUESTIONS

LISTENING TIPS:

1.
2.
3.
4.
5.
6.
7.

Limit your own talk

Think like the applicants
Dont interrupt
Concentrate
Take notes
Listen for ideas, not for words
Listen for overtones

8. Make occasional interjections

9. Turn off your worries
10. Prepare in advance
11. React to ideas, not to people
12. Dont argue mentally
13. Dont jump to conclusion

4. INTERVIEWING FOR BEHAVIOR

INTEVIEWERS GOAL
- Interviewer believes that past performance (or
behavior) in the same or similar work is the most reliable
predictor of future performance in a given job
- Interviewer has an obvious interest in determining an
applicants honesty and he wants the dishonest and
unreliable exposure themselves.

4. INTERVIEWING FOR BEHAVIOR

IN THE APPLICANTS CHAIR

Applicant is always trying to put the best face on

things and avoiding embarrassing incident.
- Commonly, applicant cannot remember any thing
that fits interviewers scenario, esp. in the natural
tension of an interview.

4. INTERVIEWING FOR BEHAVIOR

Common questions are about experiences that

applicant had:

a disagreement with his supervisor, or

to make mistake, or
to tell a lie, or
to brake the rules, or
to pay special attention to details

The forthcoming instinct thoughts:

If I admit that, they are going to think I
am a mean person. On the other hand, if I
dont, they are going to think am a liar.

4. INTERVIEWING FOR BEHAVIOR

Problem:
A contrived question almost always
produces a contrived answer.

4. INTERVIEWING FOR BEHAVIOR

How to minimize the problem ???

4. INTERVIEWING FOR BEHAVIOR

Compare these two questions:
Everybody has to bend or brake the rules some time.
Describe an incident where you found it necessary.

Directly asks the applicant to admit to braking a

rule raising the applicants defensive instincts.
Give me an example of a time you found it necessary
to make an exception to brake the rules in order to get
something done.

Speaks of a similar act in terms of a exception,

something that might be justified less threatening to
the applicant.

4. INTERVIEWING FOR BEHAVIOR

One more example:
Have you ever had an experience in which you were
glad to pay attention to some particular details ? Please
describe it.

Weve all had occasions when we omitted taking care

of some important detail. Describe an experience in
which that happened to you.

4. INTERVIEWING FOR BEHAVIOR

Watch your language !!!

5. EFFECTIVE INTERVIEWING
TECHNIQUES

3 INTERVIEWING TECHNIQUES
SELECTING THE BEST APPROACH

5. INTERVIEWING TECHNIQUES
THE SEQUENTIAL INTERVIEW
Applicants are screened (screening interview)
by a lower-ranking person

Passed applicants will be interviewed by the

higher-, then, the highest-ranking person for the
final decisions.
Advantages:
1.
Time-saving for senior managers.
2.
Easy to conduct

Disadvantages:
1.
2.

Decision is made by individuals, not a group

Careful preparation is required for
effectiveness

5. INTERVIEWING TECHNIQUES
THE SERIALIZED INTERVIEW

All candidates who meet the basic qualifications are interview

by at least two company representatives separately.
No one can reject anyone.

Advantages:

Decision is made by a group of managers

Minimizing the uncovered facts and tempers
Increasing chances for a productive decision

Disadvantages:
Time-consuming, expensive and difficult to
schedule

5. INTERVIEWING TECHNIQUES
THE PANEL INTERVIEW
Applicant will be interviewed by a panel (a group of
managers) at the same time. Questions are unplanned
and spontaneous.
Advantages:
Time-saving
Minimizing the uncovered facts and tempers
Increasing chances for a productive decision

Disadvantages:
Applicants are scared of panel interviews
and may not respond well
The applicant should be informed in
advance of the interview and member of the
panel

5. SELECTING THE BEST APPROACH

The best interviewing approach depends on:
The size and structure of the company
The importance of the job
Whatever approach is used,
each interviewer should be trained in
interviewing
and instructed in how to use
the technique selected.

6. MAKING FINAL DECISION

EVALUATING THE INTERVIEW
1. Immediately transfer all the information to summary
sheets.
2. Interpret data in the summary sheet to evaluate each
applicant:
- Review carefully what the applicants said, how they
said it,
topics that were covered. Reflect on applicants
appearance and
behavior.
- Appraise information about the applicants experience,
skill,
work habits, adaptability, responsibility,
leadership ability, ability
to plan and organize, initiative,
analytical ability, decisiveness.
- Evaluate applicants verbal and written communication

CANDIDATE EVALUATION FORM

Criteria

Weighted
factor

Technical

Interpersonal

Leadership

Communicatio
n

Commitment

Int. 1

Int. 2

Int. 3

6. MAKING FINAL DECISION

REFERENCE CHECKING
1. Determine number of references should be checked
Recommended references:

Current boss and past bosses

Peers in the same function

Subordinates (if in management)

Internal Customers or clients

2. Prepare your question in advance:

Specific job skills

Ability to work with others

Attendance, attitude and conscientiousness

Performance rating

7. EXIT INTERVIEW
GOALS EXIT INTERVIEWS

To reveal the real reasons employees leave their jobs and

get information on how to correct causes of discontent and
reduce the costly problem of employee turnover.

It can be also serve to:

1.
2.
3.
4.

Recognize the problem in recruiting and staffing

employee
Identify strong points and problems in retaining
employees.
Focus on external factors that contribute to internal
problems.
Assess the value of specific benefits and programs

7. EXIT INTERVIEW
TECHNIQUES TO CONDUCT EXIT INTERVIEWS
1.
2.
3.
4.
5.
6.

Study the employees profile for possible clues

Make the employee feel comfortable and positive
Approach the subject slowly
Ask open-ended question
Be a good listener
Avoid arguments

7. EXIT INTERVIEW
QUESTIONS SHOULD BE CONSIDERED:
-

Has the employee recently been passed over for promotion ?

Does he feel he is in a job with no future ?
Do his performance appraisals indicate his real ability ?
Does he expresses dissatisfaction with working condition ?
Has he shown signs of depression or other symptoms that he is
unhappy with the job ?
Is there any personality conflict with his supervisor or other
employees ?
Does he complain about pay ?
Has there been a recent change in the employees job
assignment ?
Have there been special personal reasons ?
Could he feel threatened by new equipment or new people ?

Questions ???

Thank you !!!