INTERVIEW (5)

Question 1

TYPES OF INTERVIEWS

Question 2

selection procedure designed to predict future job performance based on applicants’ oral responses to oral inquiries

Answer 2

Selection Interview

Question 3

Types based on structuredness:

•Unstructured Interview

•Structured Interview

Question 4

—follows no set format; interview questionnaire is not prepared

—there is seldom a formal guide for scoring right or wrong answers

—interviewers are not well prepared regarding the questions that are to be asked and in obtaining accurate answers

Sample questions:
Tell me about yourself
Why should we hire you?
What are you strengths and weaknesses?

Answer 4

Unstructured Interview

Question 5

—directive interview

—pre-planned, precise, and reliable

—lists questions ahead of time, and may even weigh possible alternative answers
for appropriateness

—these are generally the best as all applicants are asked the same questions
•this means that structured interview are more consistent, reliable, and valid

—standardizing interviews enhance job relatedness (provides insights on how the
person would actually do the job) and reduce overall subjectivity (eliminates
bias)

Answer 5

Structured Interview

Question 6

Types based on content

•Situational Interview

•Behavioral Interview

Question 7

—asks candidates what their behavior would be in a given situation

—future-oriented

—uses hypothetical situations

sample: Suppose you were faced with…?

Answer 7

Situational Interview

Question 8

—asks candidates how they reacted to actual situations in the past

—past-oriented

—uses actual situations

—sample: Can you think of a time when…?

—STAR Interview Technique
•asking candidates about particular Situations or
Tasks they faced in the past to uncover the Actions they took and the
Results of said actions

Answer 8

Behavioral Interview

Question 9

OTHER TYPES:

Question 10

—semi-structured interview where candidates have to give detailed information about education, work experience, special interests, skills, aptitude, etc.

—asks candidates questions about job-relevant past experiences

—do not focus on either hypothetical or actual situations, but more of
experiences related to the job itself

—all information about the candidate is known first and then interviewer analyzes the expertise and proficiency of the candidate

—sample: What courses did you like best in psychology?

Answer 10

Job-Related Interview or Depth Interview

Question 11

—seeks to make the candidate uncomfortable with occassionally rude questions

—aim is to spot sensitive applicants and those with high or low stress tolerance

—its invasive and dubious nature demand that the interviewer both be skilled in
its use and ensure that the job requires handling stress

—the candidate who maintains their self-control is normally the right person to
handle a stressful job

—Puzzle interviews can be used to see how candidates think under pressure (e.g.
math problems)

Answer 11

Stress Interview

Question 12

—not necessarily connected to selection

—conducted for employees who want to leave the organization

—significance is to ascertain the reasons behind leaving the job

Answer 12

Exit Interview

Question 13

How Interviews are Conducted

Question 14

—one interviewer and one interviewee

—open-ended or close-ended questions may be used

•Open-ended = involve elaborate explanations of answers

•Close-ended = answerable by yes or no

Answer 14

One-on-One Interview or Individual Interview

Question 15

—the interview will be stable without any written communication and can be arranged at any place

—no proper procedures of asking questions and not adequately structured

—informal conversation between individuals and takes place in a friendly manner

Answer 15

Informal Interview

Question 16

—candidate will be aware about the dates and timings of the interview well in advance and the interviewer plans and prepares the interview

—a.k.a planned interview

Answer 16

Formal Interview/Planned Interview

Question 17

—several persons interview the applicant, in sequence, one-on-one, and make a hiring decision

—unstructured sequential interview calls for each interviewer generally asking questions as they come to mind

—structured sequential interview calls for each interviewer rating the candidates on a
standard evaluation form using standardized questions

Answer 17

Sequential (or Serial) Interview

Question 18

—a.k.a board interview

—conducted by a team of interviewers who together question each candidate

—they combine their ratings of each candidate’s answers into a final panel score

—enables interviewers to ask follow-up questions and may elicit more meaningful
responses

—this may also be more stressful on the part of the interviewee so they may inhibit
answers

—its main difference with sequential interviews is the fact that panel interviews are done with the team of interviewers in the same meeting with the candidate, while in sequential interview, each team member interviews the candidate at their own separate time

Answer 18

Panel Interview/Board Interview

Question 19

—a panel interviews several candidates simultaneously

—even more stressful variant of panel interview

—conducted to save time when there are large number of applications received for limited vacancies

—the panel may pose a problem, then watches to see which candidate takes the lead in formulating an answer

Answer 19

Mass Interview or Group Interview

Question 20

—conducting interiews via phone

—can be more useful than face-to-face interviews for judging one’s conscientiousness, intelligence, and interpersonal skills

—each party can focus on answers because they need not worry about appearances

—unplanned calls from the interviewer allow for spontaneous answers

Answer 20

Phone Interviews

Question 21

—candidate’s oral or keyed replies are obtained in responsed to computerized oral, visual, or qritten questions and/or situations

—most present a series of multiple-choice questions regarding relevant background
information about the candidate

—some confront candidates with realistic scnarios to which they must respond

Answer 21

Computer-Based Job Interviews

Question 22

uses online teleconferencing applications
requires little special preparation for employers

Answer 22

Online Video Interviews

Question 23

Errors That Can Undermine an Interview’s Usefulness

Question 24

—interviewers tend to make snap judgments during the first few minutes of the interview

—first impressions are especially damaging when the prior information is negative
•being given an unfavorable reference letter before the interview

—interviewers are more influenced by unfavorable than favorable information about the candidate

—impressions are more likely to change from favorable to unfavorable than from
unfavorable to favorable

Answer 24

First Impressions (Snap Judgments)

Question 25

—interviewers who do not have a clear picture of what the job entails usually base their decisions on incorrect stereotypes

—they erroneously match interviewees with their incorrect stereotypes of what a good applicant is

—clarify what traits the job is looking for before starting an interview

Answer 25

Not Clarifying What the Job Requires

Question 26

—refers to the order in which one sees applicants affects how they are rated
•having numerous “very good” interviews can result to having the next interview be
rated “bad” when it was just average
•prior qualities of interviews affect subsequent qualities of interviews

—pressure to hire accentuates the problem
•hiring managers who perceive to be behind recruiting quota were more than likely to hold average interviews to a higher rating

Answer 26

Candidate-Order (Contrast) Error and Pressure to Hire

Question 27

—interviewers infer candidate personality based on how they behave during the interview

—no matter how much an interview is structured, nonverbal cures cause interviewers to make attributions about candidates

—some candidates capitalize on impression management
•ingratiation by agreeing with interviewer opinions to signify (mostly fabricated)
similarity in beliefs
•self-promotion is promoting one’s own skills and abilities to create the impression
of competence

Answer 27

Nonverbal Behavior and Impression Management

Question 28

Designing a Structured Situational Interview

Question 29

a series of job-relevant questions with predetermined answers

Answer 29

Structured Situational Interview

Question 30

Structured Situational Interview

Procedures:

1. Analyze the Job
2. Rate the job’s main duties
3. Create interview questions
4. Create benchmark answers
5. Appoint the interview panel and conduct interviews

Question 31

write a job description which includes worker qualifications for the job

Answer 31

1. Analyze the job

Question 32

2. Rate the job’s main duties

Question 33

—must be situational, behavioral, and job knowledge interview questions

—can include critical incidents

Answer 33

3. Create interview questions

Question 34

for each questions, develop ideal (benchmark) answers for good (a 5 rating),
marginal (a 3 rating), and poor (a 1 rating)

Answer 34

4. Create benchmark answers

Question 35

the panel reviews the job description, duties, interview questions, and
benchmark answers prior to the interview

Answer 35

5. Appoint the interview panel and conduct interviews

Question 36

Developing and Extending the Job Offer

—the employer decides to make an offer based on one or more approaches:

Question 37

subjectively weighs all evidence about the candidate

Answer 37

Judgmental Approach

Question 38

—quantifies all the evidence and uses a formula to predict job success

—usually applied in testing

Answer 38

Statistical Approach

Question 39

combines statistical results with judgment

Answer 39

Hybrid Approach

Question 40

—statistical and hybrid are more defensible and judgmental is better than nothing

—the employer will extend the job offer verbally to the candidate and discuss the offer’s main parameters (pay rates, benefits, and actual job duties)

—once an agreement is reached, a written job offer will be extended to the candidate

Answer 40

Developing and Extending the Job Offer

Question 41

Job Offer Letter vs Job Conract

Question 42

—offers basic information

—includes job-specific information (such as salary details)

—contains a strong statement that the employment relationship is “at will”

Answer 42

Job Offer Letter

Question 43

—a more detailed piece of document

—includes duration of employment

—explains grounds for terminations and resignation, as well as severance provisions

—may also include terms on confidentiality, nondisclosure, and covenants not to compete

—may include a relocation provision

Answer 43

Job Contract