Chapter 6Outline of Chapter 6Slide 3Slide 4Slide 5What You Should Be Able to DoWhat You Should Be Able to Do (Cont.)Interview 101Basic Types of InterviewsSelection InterviewsHow Interviews Are StructuredContentPuzzle QuestionsInterview AdministrationComputerized InterviewsAre Interviews Useful?What Can Undermine Success in an Interview?PowerPoint PresentationEffect of Personal Characteristics5 Steps in Interview DesignHow to Structure and Conduct Your InterviewSlide 22Prepare for the InterviewEstablish Rapport & Ask QuestionsClose and ReviewHow to Be a Good IntervieweeStreamlining InterviewsQuestions on the 4 FactorsQuestions on the 4 FactorsSlide 30Stick to the PlanStick to the PlanAnd Find a MatchSummary SlideSummary Slide (Cont.)Slide 36Slide 37Slide 38© 2003 Prentice Hall, Inc.6-1Instructor presentation questions: [email protected] 6Interviewing Candidates© 2003 Prentice Hall, Inc.6-2Outline of Chapter 6Basic features of interviewsTypes of interviewsStructured versus unstructured interviewsInterview content: types of questionsAdministering the interviewPersonal interviewsComputerized interviewsHigh-performance insightOnline interviewsAre interviews useful?© 2003 Prentice Hall, Inc.6-3Outline of Chapter 6What can undermine an interviews usefulness?First impressionsMisunderstanding the jobCandidate order error and pressure to hireNonverbal behavior and impression managementEffect of personal characteristics: attractiveness, gender, raceInterviewer behavior© 2003 Prentice Hall, Inc.6-4Outline of Chapter 6Designing and conducting the effective interviewThe structured situational interviewStep 1: Job analysisStep 2: Rate the job’s dutiesStep 3: Create interview questionsStep 4: Create benchmark answersStep 5: Appoint the interview panel and conduct the interviews© 2003 Prentice Hall, Inc.6-5Outline of Chapter 6How to conduct an interviewStructure your interviewPrepare for the interviewAsk questionsClose the interviewReview the interview A streamlined effective interviewHigh-performance insightSummary© 2003 Prentice Hall, Inc.6-6What You Should Be Able to DoList the main types of selection interviewsExplain and illustrate at least six factors that affect the usefulness of interviewsExplain and illustrate each guideline for being a more effective interviewer© 2003 Prentice Hall, Inc.6-7What You Should Be Able to Do (Cont.)Effectively interview a job candidate Explain how to develop a structured or situational interviewDiscuss how to improve your performance as an interviewer© 2003 Prentice Hall, Inc.6-8Interview 101An interview is a procedure designed to obtain information from a person through oral responses to oral inquiriesA selection interview is a selection procedure designed to predict future job performance on the basis of applicants’ oral responses to oral inquiriesDefinitionDefinition© 2003 Prentice Hall, Inc.6-9Basic Types of InterviewsSelection interview’s three classifications are to be discussed fully in this chapterAppraisal interviews are given following performance appraisals and will be discussed laterExit interviews are performed when employees leave the company and will be discussed in later chapters© 2003 Prentice Hall, Inc.6-10Selection InterviewsHow it’s structuredHow it’s administeredThe content© 2003 Prentice Hall, Inc.6-11How Interviews Are StructuredDirectiveApplicant Interview Guide Nondirective© 2003 Prentice Hall, Inc.6-12ContentInterview contentSituationalBehavioralJob related Stress© 2003 Prentice Hall, Inc.6-13Puzzle Questions “Mike and Todd have $21 between them. Mike has $20 more than Todd. How much money has mike, and how much money has Todd?”$0.50$20.50© 2003 Prentice Hall, Inc.6-14Interview AdministrationHow administeredPersonalUnstructured sequentialStructured sequentialPanelMass Computerized© 2003 Prentice Hall, Inc.6-15Computerized InterviewsComputers, not peopleSpecific questionsMultiple-choice formatRapid-fire sequenceRequires concentrationHelps reject unacceptable candidatesSaves time© 2003 Prentice Hall, Inc.6-16Are Interviews Useful?Interviews are a good predictor of performanceInterviews should be structured and situationalBe careful what types of traits you try to assessCheck out recruiterchat at this page© 2003 Prentice Hall, Inc.6-17What Can Undermine Success in an Interview?First impressionsJob misunderstandingCandidate order errorInterviewer behaviorPersonal characteristicsNonverbal behavior management© 2003 Prentice Hall, Inc.6-181. Explain and illustrate the basic ways in which you can classify selection interviews.2. Briefly describe each of the following possible types of interviews: unstructured panel interviews; structured sequential interviews; job-related structured interviews.3. For what sorts of jobs do you think computerized interviews are most appropriate? Why?© 2003 Prentice Hall, Inc.6-19Effect of Personal CharacteristicsAttractivenessRaceGender© 2003 Prentice Hall, Inc.6-205 Steps in Interview DesignJob AnalysisRate the Job DutiesCreate Interview QuestionsCreate BenchmarkAnswersAppoint Panel & Conduct Interviews© 2003 Prentice Hall, Inc.6-21How to Structure and Conduct Your InterviewBase questions on actual job dutiesUse knowledge, situational questions and objective criteria to evaluateTrain interviewersUse same questions© 2003 Prentice Hall, Inc.6-22How to Structure and Conduct Your InterviewRating scales to rate answersUse panel interviewsUse a structured interview formControl the interview© 2003 Prentice Hall, Inc.6-23Prepare for the InterviewDo interview in a quiet room with no interruptionsReview resume and make notesKnow the duties of the jobFocus questions on skills that are a mustDon’t make snap judgments© 2003 Prentice Hall, Inc.6-24Establish Rapport& Ask QuestionsPut the interviewee at easeBegin interview with an ice breakerBe aware of the applicant’s statusFollow your list of questionsAsk for examplesMention you will contact references© 2003 Prentice Hall, Inc.6-25Close and ReviewLeave time to answer questionsEnd on a positive noteInform in writing of a decision if that’s your policyReview notes and fill in structured formTimely review reduces snap judgments©