MGT-351

Human Resource Management

Chapter-7

Interviewing Candidates

1–
1
 Types of Interviews

Selection Interview

Types of
Appraisal Interview
Interviews

Exit Interview

7–2
 Interview Formats

Interview
Formats

Unstructured Structured
or or
Nondirective Directive
Interview Interview

7–3
FIGURE 7–1
Officer
Programs
Applicant
Interview
Form

Source: Adapted from

http://www.uscg.mil/jobs/dc/DCPr
ograms/OProgramForms/PDFS/D
CA/Interview%20CG-5527.pdf.
Accessed May 9, 2007.
7–4
FIGURE 7–1
Officer
Programs
Applicant
Interview
Form
(cont’d)

Source: Adapted from

http://www.uscg.mil/jobs/dc/DCPr
ograms/OProgramForms/PDFS/D
CA/Interview%20CG-5527.pdf.
Accessed May 9, 2007.
7–5
 Interview Content

Types of
Questions

Situational Behavioral Job-Related Stress

Interview Interview Interview Interview

7–6
 Administering the Interview

Unstructured
Sequential
Interview

Structured
Web-Assisted
Sequential
Interviews
Interview

Ways in Which
Interviews Can
Computerized Be Conducted Panel
Interviews Interview

Phone and Video Mass

Interviews Interview

7–7
What Can Undermine An Interview’s Usefulness?

Nonverbal Behavior
First Impressions
and Impression
(Snap Judgments)
Management

Interviewer’s Factors
Applicant’s Personal
Misunderstanding Affecting Characteristics
of the Job Interviews

Candidate-Order
Interviewer
(Contrast) Error and
Behavior
Pressure to Hire

7–8
Designing and Conducting An Effective
Interview
• The Structured Situational Interview
 Use either situational questions or behavioral
questions that yield high criteria-related validities.
Step 1: Job Analysis
Step 2: Rate the Job’s Main Duties
Step 3: Create Interview Questions
Step 4: Create Benchmark Answers
Step 5: Appoint the Interview Panel and Conduct
Interviews

7–9
How to Conduct a More Effective Interview

Suggestions:

1 Structure Your Interview

2 Prepare for the Interview

3 Establish Rapport

4 Ask Questions

5 Close the Interview

6 Review the Interview

7–10
Effective Interviews
• Structure the Interview:
1. Base questions on actual job duties.
2. Use job knowledge, situational or behavioral questions, and
objective criteria to evaluate interviewee’s responses.
3. Train interviewers.
4. Use the same questions with all candidates.
5. Use descriptive rating scales (excellent, fair, poor) to rate
answers.
6. Use multiple interviewers or panel interviews.
7. If possible, use a standardized interview form.
8. Take control of the interview.
9. Take brief, unobtrusive notes during the interview.

7–11
FIGURE 7–2 Examples of Questions That Provide Structure

Situational Questions
1. Suppose a co-worker was not following standard work procedures. The co-worker was
more experienced than you and claimed the new procedure was better. Would you use the
new procedure?
2. Suppose you were giving a sales presentation and a difficult technical question arose that
you could not answer. What would you do?
Past Behavior Questions
3. Based on your past work experience, what is the most significant action you have ever
taken to help out a co-worker?
4. Can you provide an example of a specific instance where you developed a sales
presentation that was highly effective?
Background Questions
5. What work experiences, training, or other qualifications do you have for working in a
teamwork environment?
6. What experience have you had with direct point-of-purchase sales?
Job Knowledge Questions
7. What steps would you follow to conduct a brainstorming session with a group of employees
on safety?
8. What factors should you consider when developing a television advertising campaign?
Note: These questions provide structure, insofar as they are job-related and the employer can be consistent in asking them of all candidates.
Source: Michael Campion, David Plmer, and James Campion, “A Review of Structure in the Selection Interview,” Personnel Psychology (1997), p. 668.
7–12
Reprinted by permission ofWiley–Blackwell.
FIGURE 7–3 Suggested Supplementary Questions for Interviewing Applicants

1. How did you choose this line of work?

2. What did you enjoy most about your last job?
3. What did you like least about your last job?
4. What has been your greatest frustration or disappointment on your present job? Why?
5. What are some of the pluses and minuses of your last job?
6. What were the circumstances surrounding your leaving your last job?
7. Did you give notice?
8. Why should we be hiring you?
9. What do you expect from this employer?
10. What are three things you will not do in your next job?
11. What would your last supervisor say your three weaknesses are?
12. What are your major strengths?
13. How can your supervisor best help you obtain your goals?
14. How did your supervisor rate your job performance?
15. In what ways would you change your last supervisor?
16. What are your career goals during the next 1–3 years? 5–10 years?
17. How will working for this company help you reach those goals?
18. What did you do the last time you received instructions with which you disagreed?
19. What are some things about which you and your supervisor disagreed? What did you do?
20. Which do you prefer, working alone or working with groups?
21. What motivated you to do better at your last job?
22. Do you consider your progress in that job representative of your ability? Why?
23. Do you have any questions about the duties of the job for which you have applied?
24. Can you perform the essential functions of the job for which you have applied?
Source: Reprinted from www.HR.BLR.com with permission of the publisher Business and Legal Reports, Inc. 141 Mill Rock Road East, Old Saybrook, CT © 2004.
7–13
FIGURE 7–4
Interview
Evaluation
Form

Source: Reprinted from www.HR.BLR.com

with permission of the publisher Business
and Legal Reports Inc. 141 Mill Rock Road
East, Old Saybrook, CT © 2004.
7–14