Dessler_HRM16e_PPT_07.pptx human resource management

human resource management

1. Human Resource Management Sixteenth Edition Chapter 7 Interviewing Candidates Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved

2. Selection Interview Structure Interview An interview is a procedure designed to obtain information from a person through oral responses to oral inquiries. Selection interview A selection interview (the focus of this chapter) is a selection procedure designed to predict future job performance based on applicants’ oral responses to oral inquiries. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 2

3. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 3 Types of Interview (selection) Selection Interview Structure Interview structure Interview administration Selection Interview Characteristics Interview content

4. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 4 Selection Interview Formats Unstructured (nondirective) interview Structured (directive) interview Interview Structure Formats

5. Selection Interview Structure unstructured (or nondirective) interviews The manager follows no set format. A few questions might be specified in advance, but they are usually not, and there is seldom a formal guide for scoring right or wrong answers. This type of interview could even be described as little more than a general conversation. structured (or directive) interviews the employer lists job-oriented questions ahead of time, and possible predetermined answers for appropriateness and scoring. An interview following a set sequence of questions. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 5

6. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 6 Interview Content Situational interview Behavioral interview Job-related interview Types of Questions Asked Stress interview

7. Interview Content Situational interview A series of job-related questions that focus on how the candidate would behave in a given situation. For example, you might ask a supervisory candidate how he or she would act in response to a subordinate coming to work late 3 days in a rows. behavioral interview A series of job-related questions that focus on how the candidate reacted to actual situations in the past. Behavioral questions start with phrases like, Can you think of a time when . . .What did you do? Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 7

8. Interview Content Job-related interview A series of job-related questions that focus on relevant past job-related behaviors. Stress interview An interview in which the applicant is made uncomfortable by a series of often rude questions. This technique helps identify hypersensitive applicants and those with low or high stress tolerance. Puzzle questions Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 8

9. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 9 How Should We Conduct the Interview? Unstructured sequential interview Panel interview Phone interviews Online interviews Computerized interviews Mass interview Structured sequential interview Ways in Which Interview Can be Conducted

10. Administering the Interview Unstructured sequential interview An interview in which each interviewer forms an independent opinion after asking different questions. Structured sequential interview An interview in which the applicant is interviewed sequentially by several persons; each rates the applicant on a standard form. panel interview An interview in which a group of interviewers questions the applicant. A panel interview , also known as a board interview, is an interview conducted by a team of interviewers (usually two to three), who together interview each candidate and then combine their ratings into a final panel score. mass interview A panel interviews several candidates simultaneously Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 10

11. Administering the Interview Phone Interviews Employers do some interviews entirely by telephone. These can actually be more accurate than face-to-face interviews for judging an applicant’s conscientiousness, intelligence, and interpersonal skills. Computerized Interviews A computerized selection interview is one in which a job candidate’s oral and/or computerized replies are obtained in response to computerized oral, visual, or written questions and/or situations Online Video Interview Firms have long used the Web to do selection interviews (particularly the initial, prescreening interviews).With iPad-type video functionalities and the widespread use of Skype, their use is growing Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 11

12. Online Video Interview Preparation Look Presentable Clean Up The Room Test First Do A Dry Run Relax

13. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 13 Three Ways to Make the Interview Useful Structure the interview to increase its validity Carefully choose what sorts of traits are to be assessed Beware of committing interviewing errors Making the Interview Useful

14. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 14 Error that Can Undermine An Interview’s Usefulness Nonverbal behavior and impression management Effect of Personal Characteristics Interviewer’s behavior Factors Affecting An Interview’s Usefulness First impressions (snap judgments) Not Clarifying What the Job Requires Candidate-order (contrast) error and pressure to hire

15. How to Design and Conduct an Effective Interview Structured situational interview Series of job-relevant questions with predetermined answers Write situational, behavioral, or job knowledge questions Have job experts also write several answers for each

16. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 16 How to Design and Conduct An Effective Interview The Structured Situational Interview Step 1: Analyze the job. 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.

17. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 17 How to Conduct a More Effective Interview 1 2 3 4 5 Being Systematic and Effective Structure the interview. Know the job. Get organized. Establish rapport. Ask questions. 6 Take brief, unobtrusive notes. 7 Close the interview. 8 Review the interview.

18. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 18 FIGURE 7–2 Examples of Questions That Provide Structure Situational Questions 1. Suppose a more experienced coworker was not following standard work procedures 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 coworker? 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?

19. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 7– 19 Guidelines for Interviewees Preparation is essential. Uncover the interviewer’s real needs. Relate yourself to the interviewer’s needs. Think before answering. Remember that appearance and enthusiasm are important. Make a good first impression. Ask questions.

20. Competency Profiles and Employee Interviews Use the same job profile (competencies, traits, knowledge, and experience) for creating interview questions as for recruiting

21. Developing and Extending the Job Offer Judgmental approach Statistical approach Hybrid approach

22. The Job Offer Main Parameters The job offer will include: Pay rates Benefits Actual job duties There may be some negotiations When agreement is reached, the employer will extend a written job offer to the candidate

23. Issues to Consider with the Written Offer A job offer letter has the: Welcome sentence Pay information Benefits information Paid leave information Terms of employment

24. The Employment Contract An employment contract includes: Duration Severance provisions Nondisclosure requirements Covenants not to compete Relocation provision