Ch07INTERVIEWING CANDIDATES

tenth edition
Chapter 7
Gary
Dessler
Part 2 Recruitment and Placement
Interviewing Candidates
2005 Prentice Hall Inc.
All rights reserved.
PowerPoint Presentation by Charlie Cook

The University of West Alabama
Basic Features of Interviews

An interview
A procedure designed to obtain information
from a person through oral responses to oral
inquiries
Types of interviews
Selection interview
Appraisal interview
Exit interview
Interviews formats
Structured
Unstructured
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Types of Interviews
Selection interview
A selection procedure designed to predict
future job performance on the basis of
applicants oral responses to oral inquiries.
Appraisal interview
A discussion, following a performance appraisal,
in which supervisor and employee discuss the
employees rating and possible remedial
actions.
Exit interview
An interview to elicit information about the job
or related matters to the employer some insight
intoPrentice
whatsHall
right
or wrong about the firm.
2005
Inc.
73
Formats of Interviews
Unstructured or nondirective interview
An unstructured conversational-style
interview in which the interviewer pursues
points of interest as they come up in
response to questions.
Structured or directive interview

An interview following a set sequence of
questions.

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Interview Content: Types of

Questions
Situational interview
A series of job-related questions that focus

on how the candidate would behave in a
given situation.
Behavioral interview
on how they reacted to actual situations in
the past.
Job-related interview
on relevant past job-related behaviors.
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Interview Content: Types of

Questions
Stress interview
An interview in which the interviewer seeks

to make the applicant uncomfortable with
occasionally rude questions that supposedly
to spot sensitive applicants and those with
low or high stress tolerance.
Puzzle questions
Recruiters for technical, finance, and other
types of jobs use questions to pose
problems requiring unique (out-of-the-box)
solutions to see how candidates think under
pressure.
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Personal or Individual Interviews

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.
77
Personal or Individual Interviews

Panel (broad) interview
An interview in which a group of
interviewers questions the applicant.
Mass interview
A panel interviews several candidates
simultaneously.

78
Computerized Interviews
Computerized selection interview
An interview in which a job candidates oral
and/or computerized replies are obtained in
response to computerized oral, visual, or
written questions and/or situations.
Characteristics
Reduces amount of time managers devote
to interviewing unacceptable candidates.
Applicants are more honest with computers
Avoids problems of interpersonal interviews
Mechanical nature of computer-aided
interview
leave an applicant dissatisfied.
2005
Prentice can
Hall Inc.
79
Factors Affecting Interviews

First impressions
The tendency for interviewers to jump to
conclusionsmake snap judgmentsabout
candidates during the first few minutes of
the interview.
Negative bias: unfavorable information
about an applicant influences interviewers
more than does positive information.

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10
Factors Affecting Interviews (contd)

Misunderstanding 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.
711

Nonverbal behavior and impression
management
Interviewers inferences of the interviewees
personality from the way he or she acts in
the interview have a large impact on the
interviewers rating of the interviewee.
Clever interviewees attempt to manage the
impression they present to persuade
interviewers to view them more favorably.

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Effect of personal characteristics:
attractiveness, gender, race
Interviewers tend have a less favorable view
of candidates who are:
Physically unattractive
Female
Of a different racial background
Disabled

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13

Interviewer behaviors affecting interview
outcomes
Inadvertently telegraphing expected
answers.
Talking so much that applicants have no
time to answer questions.
Letting the applicant dominate the
interview.
Acting more positively toward a favored (or
similar to the interviewer) applicant.
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Designing and Conducting the

Interview
The structured situational interview
Use either situational questions (preferred)

or behavioral questions that yield high
criteria-related validities.
Step 1: Job Analysis
Step 2: Rate the Jobs Main Duties
Step 3: Create Interview Questions
Step 4: Create Benchmark Answers
Step 5: Appoint the Interview Panel and
Conduct
2005
Prentice HallInterviews
Inc.
7
15
How to Conduct an Effective

Interview
Structure your interview:
1. Base questions on actual job duties.

2. Use job knowledge, situational, or behaviorally
oriented questions and objective criteria to
evaluate the interviewees 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. Control the interview.
9. Take brief, unobtrusive notes during the interview.

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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: So that direct comparisons can be made, an example is presented to assess
both teamwork (1,3,5,7) and sales attributes (2,4,6,8) for each type of question.

Source: Michael Campion, David Palmer, and James Campion, A Review of

Structure in the Selection Interview, Personnel Psychology (1997), p. 668.
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Figure 73
How to Conduct an Effective

Interview (contd)
Prepare for the interview
Secure a private room to minimize interruptions.

Review the candidates application and rsum.
Review the job specifications
Establish rapport
Put the person at ease.
Ask questions
Follow your list of questions.
Dont ask questions that can be answered yes or
no.

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tenth edition

Part 2 Recruitment and Placement

PowerPoint Presentation by Charlie Cook

Basic Features of Interviews

All rights reserved.

Structured or directive interview

2005 Prentice Hall Inc.

Interview Content: Types of

A series of job-related questions that focus

Interview Content: Types of

An interview in which the interviewer seeks

Personal or Individual Interviews

Structured sequential interview

Personal or Individual Interviews

2005 Prentice Hall Inc.

Factors Affecting Interviews

2005 Prentice Hall Inc.

Factors Affecting Interviews (contd)

Factors Affecting Interviews (contd)

2005 Prentice Hall Inc.

Factors Affecting Interviews (contd)

2005 Prentice Hall Inc.

Factors Affecting Interviews (contd)

Designing and Conducting the

The structured situational interview

Use either situational questions (preferred)

How to Conduct an Effective

Structure your interview:

1. Base questions on actual job duties.

2005 Prentice Hall Inc.

Examples of Questions That Provide Structure

2005 Prentice Hall Inc.

Source: Michael Campion, David Palmer, and James Campion, A Review of

How to Conduct an Effective

Prepare for the interview

Secure a private room to minimize interruptions.

2005 Prentice Hall Inc.

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