JOB INTERVIEW THE PROCESS ppts Slides For

Interview Process

1. RECRUITMENT AND SELECTION
Job Interviews –The
Process
4–1

2. PAST BEHAVIOUR is the single best
predictor of future behaviour
Why interview?

3. What do we look for?
4–3
Bottom line Test -Answering Three key questions
•Can he do the job (Competence)
•Will he do the job (Attitude/motivation)
•Will he fit in (Cultural Fit)

4. 7–4
Basic Features of Interviews
An interview
•A procedure designed to obtain information from an applicant by asking
him/her verbal questions
•70% hiring is done through interviews alone
•Most widely used method of selection.
•Indispensable tool for small & medium size companies
Types of interviews
•Selection interview (focus for this chapter)
•Appraisal interview
•Exit interview
Interview format
•Structured
•Unstructured

5. 7–5
Format of Interviews
Unstructured or
nondirective interview
•An unstructured
conversational-style
interview in which the
interviewer discusses points
of interest as they come up
in response to questions
Structured or
directive interview
•An interview following a set
sequence of questions.

6. 7–6
Types of Selection Interviews
Individualinterview:one-on-one
Sequential interview
Panel interview
Mass interview
Telephonic interview
Computerized interview

7. 7–7
Types of Selection Interviews
Sequential interview
•An interview in which the applicant
is interviewed sequentially by
several persons;
•Repetition for candidate

8. 7–8
Types of Selection Interviews
Panel interview
•An interview in which a group of
interviewers questions the applicant
•Stressful for candidate
Mass interview
•A panel interviews several candidates
simultaneously
•For entry level candidates

9. 7–9
Types of Selection Interviews
Telephoneinterview
•Eliminatesappearancebias
•Notmeantofselection
Computerizedselectioninterview
•Aninterviewinwhichajobcandidate’soraland/orcomputerized
repliesareobtainedinresponsetocomputerizedoral,visual,or
writtenquestionsand/orsituations(AlsoCalledVirtualInterview)
•Characteristics
•Reducestheamountoftimemanagersdevotetointerviewing
unacceptablecandidates
•Avoidproblemsofinterpersonalinterviews
•Responsetimecanbecalculatedelectronically
•Onlyforshort-listingpurpose

10. 7–10
Interview Content: Types of Questions
Situationalinterview
•Aseriesofjob-relatedquestionsthatfocusonhowthecandidatewould
behaveinagivensituation
Behavioralinterview
•Aseriesofjob-relatedquestionsthatfocusonhowthecandidatereacted
toactualsituationsinthepast
Job-relatedinterview
•Aseriesofjob-relatedquestionsthatfocusonrelevantjob-relatedskills.
Stressinterview
•Aninterviewinwhichtheinterviewerseekstomaketheapplicant
uncomfortablewithoccasionallyrudequestionsthatsupposedlytospot
sensitiveapplicantsandthosewithloworhighstresstolerance.
(Example:CustomerServices)

11. 7–11
Interview Content: Types of Questions
Types of Interview
(based on content)
Job-related
interview
Situational
interview
Stress
interview
Behavioral
interview
Interviewer tries to
deduce what the
applicant’s on-the-
job performance
will be by listening
to their answers to
questions about
past behaviors.
Candidates are
asked what their
behavior would be
in a given
situation.
Candidates are
asked how they
have reacted to
actual situations in
the past.
Interviewer tries to
make the
applicants
uncomfortable with
“rude” questions in
order to find their
stress tolerance.

12. 7–12
How to Conduct an Effective Interview
Situational questions
•Supposeaco-workerwasnotfollowingstandardworkprocedures.The
co-workerwasmoreexperiencedthanyouandclaimedthenew
procedurewasbetter.Wouldyouusethenewprocedure?
•Supposeyouweregivingasalespresentationandadifficulttechnical
questionarosethatyoucouldnotanswer.Whatwouldyoudo?

13. 7–13
How to Conduct an Effective Interview
Pastbehaviorquestions
•Basedonyourpastworkexperience,
whatisthemostsignificantactionyou
haveevertakentohelpoutaco-
worker?
•Canyouprovideanexampleofa
specificinstancewhereyoudeveloped
asalespresentationthatwashighly
effective?

14. 7–14
How to Conduct an Effective Interview
Job knowledge questions
•Whatstepswouldyoufollowtoconducta
brainstormingsessionwithagroupofemployeeson
safety?
•Whatfactorsshouldyouconsiderwhendevelopinga
televisionadvertisingcampaign?

15. Basic Guidelines for conducting useful interviews
1. Be prepared. Find the overlooked.
•Spend hours researching before conducting an interview. Scan CV thoroughly, research the events and accomplishments.
•Be prepared to answer the questions candidate may ask
2. Set the stage right
•Maintain privacy and confidentiality
•Keep distance
3. Start slow, safe and personal, build rapport.
•Shake Hand, Ask for a cup of tea or water
•Begin with an easy question that focuses on the person and not the profession, such as: ‘Tell me about your self’ This
relaxes the atmosphere, starts the conversation on safe ground, and let’s you get a sense of the where your candidate is
coming from.
•Second, you sometimes get a surprisingly good story.
4. Structure the interview
•Set a pattern and ask almost similar questions to all the candidates Use the same questions with all candidates.
•Use descriptive four rating scales (excellent, good, fair, poor) to rate answers; avoid a scale having refuge to ‘average’
•Have a standardized format to remain focused.
•Take brief notes when necessary but not all the time. 4–15

16. 5. Coax, don’t hammer or intimidate.
•Interviews should have firm, but soft style that coaxes revealing, newsworthy, useful answers. Coaxthe most
revealing content out of your candidate by adopting a very personalrapport and asking questions, in a “c’mon,
you can tell me” style.
6. Make most questions open ended.
•All interviews require you to ask specific questions that get answered with narrow data points. “What was you
last job title?” But, most interesting responses you get come from open-ended questions, such as, “What is your
vision for your organization five years from today?”
7. Ask what you don’t know.
•There’s a lawyer’s tip that advises you to only ask witnesses questions that you already know the answers to.
Do the opposite. Ask questions on issues where you are clueless what the answer will be.
8. Let the interviewees wander a bit–but be careful.
•Interviewers, try hard to control the conversation, when the person in the other seat is the one who can produce
the information.
4–16
Basic Guidelines for conducting useful interviews

17. 9. Listen, really listen.
•The value of interviews comes out of what people say, not what you ask. Pay full
attention to the candidate, don’t even take notes.
10. Allow Silence
•To get the best out of the candidate, you have to allow silence sometimes.
11. Close well
•Don’t close abruptly. Invite candidate to ask questions he may have
•Communicate the next course of action
•Greet well while leaving.
12. Take notes immediately
•Memory deceives; note down your findings then and there.
4–17
Basic Guidelines for conducting useful interviews

18. © 2009 Pearson Education South Asia. All rights
reserved. 7–18
Factors Affecting An Interview
First impression
Pressure to hire
Poor knowledge of the job
Candidate-order / Contrast error
Impression of non-verbal behavior
Effect of personal characteristics
Interviewer behavior

19. © 2009 Pearson Education South Asia. All rights
reserved. 7–19
Factors Affecting An Interview
First impressions
•85% make this mistake
•The tendency for interviewers to jump to conclusions—
make snap judgments—about candidates during the
first few minutes of the interview.
•Appearance, Test Score, CV, Photo, Reference check
•Negative bias: unfavorable information about an
applicant influences interviewers more than does
positive information.
Pressure to hire
•Lower expectations to fill targeted numbers quickly

20. 7–20
Factors Affecting An Interview
Poor knowledge of the job
•Not knowing precisely what the job entails and what sort of candidate is
best suited causes interviewers to make decisions based on incorrect
stereotypes of what a good applicant is
Candidate-order error
•An error of judgment on the part of the interviewer due to interviewing
one or more very good or very bad candidates just before the interview in
question

21. 7–21
Factors Affecting An Interview
Non-verbal behavior and impression management
•Interviewers’inferencesoftheinterviewee’spersonalityfromthewayheorshe
actsintheinterviewhavealargeimpactontheinterviewer’sratingofthe
interviewee.
•Cleverintervieweesattempttomanagetheimpressiontheypresenttopersuade
interviewerstoviewthemmorefavorably.

22. © 2009 Pearson Education South Asia. All rights
reserved. 7–22
Factors Affecting An Interview
Effect of personal characteristics
•Interviewers tend have a less favorable view of
candidates who are:
•Physically unattractive
•Female
•Of a different racial background
•Disabled

23. 7–23
Factors Affecting An Interview
Interviewer behavior
•Talk so much that applicants have no time to answer questions
•Let the applicant dominate the interview
•Attorney behavior
•Psychologists behavior
•Demographic similarity
Halo / Horn Effect
•Heavily influenced positively or negatively by a particular attribute of the
candidate.
Just like me.
•Preferring or avoiding people similar to you

24. 7–24
Factors Affecting An Interview
Stereotyping
•Having fixed mental impression about the ideal candidate
•Sloppy dressers have sloppy mind
•Overweight people are lazy / careless
•People with long beard are fanatics

25. © 2009 Pearson Education South Asia. All
rights reserved. 7–25
Interpreting Non Verbal
Communication

26. © 2009 Pearson Education South Asia. All
rights reserved. 7–26
Direct Eye Contact Confidence
Shaking hands Confidence
Using palm while elaborating Knowledgeable
Yawning Bored, lack of interest
Covering mouth with fingersMaking false statement
Shaping hair with hand Lack of confidence
Scratching the head Confused, ashamed
Biting the lips Nervous
Tapping feed Nervous
Raising eyebrows Surprise
Sitting at edge of seat Nervous, apprehensive
Shifting in seat Nervous, apprehensive
Having an upright postureConfidence
Staring at the interviewer Aggression

27. Documenting Interviews
An accurate record of the interview must be kept for a number of
reasons:
· Recollection can be easily blurred.
· It provides part of the basis for the personal file for the successful
candidate.
· It enables accurate and timely communication with unsuccessful
candidates who request feedback from their interview.
· It provides a basis for legislative defense in the event of any claim of
discrimination.
4–27

28. Note taking
Memory deceives
Taking notes may appear rude but
total absence of it may lead to wrong
selection.
Do not write on CV or application form.
Write Key words during the interview,
elaborate later.
4–28

29. Reviewing the application & Resume
4–29
Overall appearance including spelling, grammar, composition.
Look for missing information
Look for gaps in experience / academic sequence
Consider Overlaps in tenure
Inconsistencies and irregularities
Frequent job changes
Carefully review the reasons of leaving jobs
Mark ambiguous titles/duties
Accomplishments
Organisationof events -Priority accordance
Extent of customization to the job applied

30. Thank you
7–30