© 2013 by Nelson Education1 Selection III: Interviewing.
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Transcript of © 2013 by Nelson Education1 Selection III: Interviewing.
© 2013 by Nelson Education 1
Selection III: Interviewing
© 2013 by Nelson Education 2
After reading this chapter you should:◦ Understand the purposes and uses of
employment interviews
◦ Know the multiple phases of the employment interview and the factors affecting employment interview decisions
◦ Appreciate the selection errors associated with traditional approaches to employment interviewing
Chapter Learning Outcomes
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◦ Understand the elements of employment interview structuring
◦ Be aware of different structured interviewing techniques and their relative advantages and disadvantages
◦ Appreciate the legal and predictive advantages of structured employment interviewing methods
Chapter Learning Outcomes (continued)
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◦ Begin developing competence in the design of effective interview questions and scoring guides
◦ Know about innovations and future directions in interview research and practice
◦ Appreciate the role of employment interviews in the changing organizational environment
Chapter Learning Outcomes (continued)
© 2013 by Nelson Education 5
Interviews: used at the beginning or end of the selection process
Used to explore and expand information from the resume/application form
Employs standard questions during the interview process
Panel interviews include the HR professional
Used to sell the job to the applicant
Purposes and Uses of the Interview
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Best suited to the assessment of non-cognitive attributes
Provides the applicant a chance to ask questions about the job and organization
Provides an opportunity to see if there is a suitable fit
Used in the termination of employees Used to determine who is best qualified
Purposes and Uses of the Interview (continued)
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Time preparing for the interview (Supervisor/Managers)
Actual interviewing time Time spent by clerical staff on interview-
related tasks
The Cost of Interviewing
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The Cost of Interviewing (continued) Use of office space and equipment Time spent developing interview questions
and scoring guides Travel time
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Screening interviews: preliminary interviews designed to fill gaps left on the candidate’s application form or resume; sometimes serving recruitment as well as selection functions
Typical Screening Interview
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Follow a set of pre-planned questions during the interview
Review the applicant’s file before the interview
Begin with some opening remarks by recruiter to put the applicant at ease
Screening Interview Format
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Design questions to focus on applicant’s previous work experience, educational background
Closing: gives applicant an opportunity to ask questions about the job and the organization◦ Recruiter discusses timeframe of when they are
getting back to applicant Review the applicant with a rating form
Screening Interview Format (continued)
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Interviewee Behaviours That Influence Positive Interviewer Impressions◦ Be on time for the interview◦ Be prepared for the interview by having done
homework on the company Make direct eye contact with the interviewer
◦ Remain confident and determined throughout the interview, regardless of how the interviewer’s cues suggest the interview is going
Recruitment and Selection Today 9.3
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Recruitment and Selection Today 9.3 (continued)
◦ Provide positive information about oneself when answering questions
◦ Answer questions quickly and intelligently◦ Demonstrate interest in the position and
organization
© 2013 by Nelson Education 14
Recruitment and Selection Today 9.3 (continued) Interviewee Behaviours That Influence
Negative Interviewer Impressions ◦ Present a poor personal appearance or grooming◦ Display an overly aggressive, know-it-all attitude◦ Fail to communicate clearly◦ Lack career goals or career planning◦ Overemphasize monetary issues◦ Be evasive◦ Show a lack of maturity, tact, and courtesy
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Speed interviewing: typically consists of a series of short (5-15 minute) consecutive interviews◦ Used by recruiters who need to fill several
positions quickly and cost effective◦ Ascertains a candidate’s fit with position
requirements
Speed Interviewing
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© 2013 by Nelson Education 17
A Model of Information Processing/Decision Making
Prior Information and Interviewer and Candidate Expectations
Knowledge Structures The Social Interaction of Interviewer and
Candidate
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Interviewer and Candidate Information Processing and Assessments
Interviewer and Applicant Decisions The Context of the Interview
A Model of Information Processing/Decision Making (continued)
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Unstructured interview: a traditional method of interviewing that involves no constraints on the questions asked◦ No requirements for standardization◦ A subjective assessment of the candidate
(feeling or hunch about the candidate)
Unstructured Interviews
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Commonly Used Interview Questions1. Why did you leave your last job? Why do you
want to leave your current job?2. What do you consider to be your strengths?
What are your weaknesses?3. What were your strongest/weakest subjects at
school? What did you learn in school that you could use in this job?
Recruitment and Selection Today 9.4
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Recruitment and Selection Today 9.4 (continued)
4. How would other people (or someone who knows you or worked with you) describe you as an individual?
5. What is your greatest accomplishment (or most meaningful work experience)?
6. What were the most enjoyable aspects of your last job? What were the least enjoyable aspects?
© 2013 by Nelson Education 22
Recruitment and Selection Today 9.4 (continued)
7. Why do you want this job? What are you looking for from this job (or from us)?
8. Why should we hire you? What can you do for us?
9. What are your long-range plans or goals? 10.Tell me about yourself.
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Structured interview: consists of a standardized set of job-relevant questions; a scoring guide is used◦ Remains popular with employers
Structured Interview
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Structured Employment Interviews Interview questions are derived from a job
analysis Interview questions are standardized (all
applicants are asked the same questions) Prompting, follow-up questioning, probing
and/or elaboration on questions are limited
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Structured Employment Interviews (continued) Interview questions focus on behaviours or
work samples rather than opinions or self-evaluations
Interviewer access to ancillary information Questions from the candidate are not
allowed until after the interview Each answer is rated during the interview
using a rating scale tailored to the question
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Structured Employment Interviews (continued) Rating scales are “anchored” with
behavioural examples to illustrate scale points
Total interview score is obtained by summing across scores for each of the questions
Detailed notes are taken during the interview
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The Structured Interviewing Process◦ Preparing for the interview:
1.Determine the amount of time available and how many questions you can ask without rushing
2.Make a standardized list of interview questions to ask all applicants in the same order
3.Develop a scoring guide with benchmark or sample answers
4.Use a space where you can have privacy, freedom from distractions, and quiet
Recruitment and Selection Notebook 9.3
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Recruitment and Selection Notebook 9.3 (continued)
4. Schedule the interviews with sufficient time for a brief break between interviews and to allow for some interviews to run a little over
5. Arrange to hold all calls and prevent interruptions during the interview
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Recruitment and Selection Notebook 9.3 (continued)
◦ Conducting the interview:1. Spend a few minutes at the beginning of the
interview putting the applicant at ease2. Ask each question in turn without omitting or
skipping any3. Take detailed notes, focusing on recording what
the applicant says4. Allow the applicant to ask questions at the end of
the interview and answer them to the best of your ability
5. Follow the same procedures for each applicant and retain interview documentation for future reference
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Recruitment and Selection Notebook 9.3 (continued)
◦ Closing the interview:1. Tell the candidate when and how he should
expect to hear from you2. Tell the candidate if you will be contacting
references or conducting a second interview3. Thank the applicant for coming4. Review your notes and make your ratings5. Make sure you inform all candidates of your
decision when you have made it
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1. Have you experienced structured and/or unstructured interviews?
2. How did you feel about the process?
Class Activity
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Panel interview: an interview conducted by two or more interviewers together at one time
Serial interviews: a series of interviews where the applicant is interviewed separately by each of two or more interviewers
Panel and Serial Interviews
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Situational interview: a highly structured interview in which important or decisive situations employees are likely to encounter on the job are described ◦ Applicants are asked what they would do in
these situations
Situational Interview
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Scoring guide: a behavioural rating scale consisting of sample answers to each question that is used by the interviewer to evaluate and score the applicant’s answers
Scoring Guide
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Behaviour description interview: a structured interview in which the applicant is asked to describe what he did in given situation in the past
Probes: follow-up questions or prompts used by the interviewer to guide the applicant’s descriptions of situations to provide scorable elaboration of answers
Behaviour Description Interview
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Long-distance Interviews Puzzle Interviews Multi-mini Interviews
Other Approaches to Interviewing
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Employment interviews are the most popular selection procedure
Use behavioural interviews
Ask interviewing questions that tie directly to the job
Summary
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1. What factors affect employment interview decisions?
2. What are the different errors or biases that commonly occur as part of a traditional employment interview?
Discussion Questions
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3. Why is a scoring guide crucial to the success of a structured interview?
4. Why do many employers resist using structured interviews? How would you encourage more employers to use structured interview techniques?
Discussion Questions (continued)