The special interview

book
Analysis of a special interview;
Your complete guide to interviews

STANLEY O. IYAMA

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All rights reserved. No part of this publication
may be reproduced, distributed, or transmitted
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mechanical methods, without the prior written
permission of the publisher, except in the case of
brief quotations embodied in critical reviews and
certain other noncommercial uses permitted by
copyright law.

Copyright © Stanley O. Iyama , 2023.

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Table of contents

Chapter 1
WHAT IS AN INTERVIEW?
TYPES OF INTERVIEWS

Chapter 2
PERSONAL INTERVIEW METHOD
HOW DOES A PERSONAL INTERVIEW
WORK?
BENEFITS OF PERSONAL INTERVIEWS
FLEXIBILITY
RESPONSE RATE
NONVERBAL BEHAVIOR
CONTROL OVER THE INTERVIEW
ENVIRONMENT
SPONTANEITY
COMPLETENESS
SCOPE TO DEAL WITH THE
GREATER COMPLEXITY OF THE

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 QUESTIONNAIRE
RECORDING OF TIME TO
CONDUCT AN INTERVIEW
NEGATIVE ASPECTS OF PERSONAL
INTERVIEWS
HIGH COST
LACK OF ANONYMITY
INTERVIEWER BIAS
PROLONGED DURATION
TECHNIQUES FOR INTERVIEWING
GUIDELINES FOR HOW TO APPROACH A
RESPONDENT DURING AN INTERVIEW
CONDITIONS FOR SUCCESSFUL
INTERVIEWS
Problem-Solving for Interviews
SAMPLING ERROR
NON-SAMPLING ERROR
ELEMENT NON-RESPONSE
ITEM NON-RESPONSE

Chapter 3

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 EVALUATION INTERVIEW
THE PURPOSE OF AN EVALUATION
INTERVIEW
COMMON QUESTIONS
RATING MATRICES
OTHER APPLICATIONS OF THE
EVALUATION INTERVIEW

Chapter 4
PERSUASIVE INTERVIEWS
EMPATHY
INITIAL PERCEPTIONS
RAPPORT
THE DEAL
AMOUNT OF THE WEAKNESS
CONFIDENCE'S IMPORTANCE
IRONY
BETTER METHODS

Chapter 5
STRUCTURED INTERVIEWS

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WHAT IS A STRUCTURED INTERVIEW?
THE DIFFERENCE BETWEEN
STRUCTURED AND UNSTRUCTURED
INTERVIEWS
ADVANTAGES OF STRUCTURED
INTERVIEWS
DISADVANTAGES OF STRUCTURED
INTERVIEWS
ADVANTAGES OF UNSTRUCTURED
INTERVIEWS
DISADVANTAGES OF UNSTRUCTURED
INTERVIEWS
A GUIDE TO STRUCTURED
INTERVIEWING
AGREE ON QUESTIONS BEFORE
STARTING INTERVIEWS
ASK THE RIGHT QUESTIONS TO GET THE
RIGHT PERSON FOR THE JOB
DESCRIBE THE INTERVIEW STRUCTURE
TO CANDIDATES
SELECT CRITERIA FOR OBJECTIVELY
EVALUATING APPLICANTS

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 QUESTIONS FROM SAMPLE STRUCTURED
INTERVIEWS

Chapter 6
COUNSELING INTERVIEWS
WHAT IS COUNSELING INTERVIEWING ?
TYPES OF COUNSELING INTERVIEW
UNSTRUCTURED OR SUBJECTIVE
COUNSELING INTERVIEW
STRUCTURED OR OBJECTIVE
COUNSELING INTERVIEW
CHARACTERISTICS OF A SUCCESSFUL
COUNSELING INTERVIEW
COUNSELING INTERVIEW STAGES
VALUE OF THE COUNSELING INTERVIEW
CONCLUSION

Chapter 7
DISCIPLINARY INTERVIEW
HOW TO CONDUCT A POST-INTERVIEW
EVALUATION

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WHAT PURPOSE DOES A DISCIPLINE
SERVE?
HOW TO WRAP UP A JOB INTERVIEW
HOW TO INTRODUCE YOURSELF AT AN
INTERVIEW
HOW DO YOU EVALUATE YOURSELF
AFTER AN INTERVIEW?
WHAT DOES A DISCIPLINARY INTERVIEW
SEEK TO ACCOMPLISH?
CORRECT PROCEDURES FOR DISCIPLINE
INTERVIEW
FAIR GROUNDS FOR TERMINATION
HOW TO SUCCEED AT A DISCIPLINE
HEARING
HOW CAN YOU MAINTAIN COMPOSURE
IN A PUNISHMENT SITUATION?
DOES DISCIPLINARY ACTION MEAN
FIRED?
WHAT IS THE PROCESS FOR DISCIPLINE?
WHAT IS THE IDEAL LENGTH OF A
DISCIPLINARY INTERVIEW?
THE BEST QUESTIONS TO ASK IN AN

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 INTERVIEW
WHAT QUESTIONS SHOULD I ASK THE
INTERVIEWER?
THE BEST INTERVIEW QUESTIONS TO
ASK
SOMETHINGS YOU SHOULD NEGLECT TO
SAY DURING AN INTERVIEW
HOW DO I MAKE A GOOD FIRST
IMPRESSION ON THE INTERVIEWER?
SOFT SKILLS TO SHOWCASE IN AN
INTERVIEW

Chapter 8
STRESS INTERVIEWS
Before you become overly anxious,
let's discuss what to anticipate during
a stressful interview.
WHAT TO EXPECT DURING A STRESSFUL
INTERVIEW
HOW TO BE READY FOR AND HANDLE A
STRESSFUL INTERVIEW

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Chapter 9
THE ART OF PUBLIC INTERVIEWING

Chapter 10
INFORMAL INTERVIEW
WHAT SHOULD I EXPECT FROM AN
INFORMAL INTERVIEW?
HOW CAN I GET READY FOR AN
INFORMAL INTERVIEW?
WHAT DISTINGUISHES A "GRADUATE"
JOB INTERVIEW FROM A CASUAL OR
INFORMAL INTERVIEW?
HINTS FOR IMPRESSING AT A CASUAL OR
INFORMAL INTERVIEW

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Chapter 1

WHAT IS AN INTERVIEW?

The word interview comes from Latin and

centers French words significance to "see
between' or "see one another". Typically, an
interview is a private meeting where questions
are asked and answers are provided. The person
conducting an interview is referred to as the
interviewer. The individual who poses the
inquiries of our meeting is called a questioner.

It recommends a gathering between two

people to get a perspective on one another or for
knowing one another. Typically, when we think
of an interview, we envision a setting in which an
employer tries to evaluate a job candidate. A
one-on-one conversation between an interviewer
and an interviewee is referred to as an
"interview" in common usage.

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Some definitions of an interview include:
"An interview is a structured conversation where
one participant asks questions and the other
provides answers," according to Stanley Iyama.

"An interview is a procedure designed to obtain

information from a person's oral response to oral
inquiries," according to Gary Dessler.

"An interview is any planned conversation with a

specific purpose involving two or more people,"
according to Bovee and Thill.

“Interview is a very systematic method by which

a person enters deeply into the life of even a
stranger and can bring out needed information
and data for the purpose of the research,”
according to Dr. M. Amunuzzaman.

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 In conclusion, based on this definition, an
interview is a formal meeting between the
interviewer and the interviewee in which the
interviewer asks the interviewee questions to
learn about the interviewee's characteristics,
attitudes, desires, and so on.

Now, from your perspective, what exactly is an

interview?

TYPES OF INTERVIEWS
An organization can conduct a variety of different
kinds of interviews. It all depends on the goals of
the interview. A few significant kinds of meetings
are expressed beneath:

1. Individual meetings: Among the personal

interviews are:

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(I). Determination of the representatives
(II). Employee advancement
(III). Employee retirement and
resignationObviously, the purpose of this kind of
interview is to learn, through discussion and
observation, how well the interviewer will do
their job.

2. Assessment interviews: The term "evaluation

interviews" refers to the annual interviews
conducted to assess the interviewee's progress.
Naturally, it takes place between subordinates
and superiors. The primary goal of this interview
is to determine the employees' strengths and
weaknesses.

3. Powerful meetings: The purpose of this kind of

interview is to promote a product or an idea.
Persuasion is the process of persuading a target

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customer to accept a product or concept because
it fulfills a need.

4. Detailed interviews: Organized interviews will

more often than not follow formal strategies; the
questioner follows a foreordained plan or
questions.
Interviews without a plan: when the formal rules
or procedures of the interview are not followed.
An unstructured interview is its name. The
conversation will presumably be free-streaming
and may move quickly structure dependent upon
another relying upon the interests of the
interviewee and the questioner.

5. Interviews with therapists: This could be used

to determine what has been troubling the
workers and the reason for someone's absence
from work.

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6. Disciplinary meetings: When an employee is
accused of breaking the rules and procedures of
the company, disciplinary interviews take place.

7. Stress interviews: In order to observe the

interviewee's response, it is designed to put them
in a stressful situation.

8. Public discussions: Newspapers and radio

stations owned by political parties are two
examples.

9. Casual or conversational meeting: In the

conversational meeting, no foreordained
inquiries are posed, to stay as open and versatile
a potential to the interviewee's tendency and
needs; during the meeting, the questioner "takes
the path of least resistance".

10. General meeting guide approach: The goal of

the guide approach is to ensure that each

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interviewee provides the same general
information; Compared to the conversational
method, this provides more focus while still
allowing for some flexibility and adaptability in
gathering information from the interviewee.

11. Normalized or unconditional meeting: In this

section, all interviewees are asked the same
open-ended questions; This method speeds up
interviews and makes them easier to compare
and analyze.

12. interview with a closed or fixed response: It is

an interview in which all interviewers ask the
same questions and ask candidates to select an
answer from a set of options. For those who
aren't used to interviewing, this format is helpful.

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Chapter 2

PERSONAL INTERVIEW METHOD

Toward the end of this section, we will get

familiar with the followings;
1. How does a personal interview work?
2. Benefits of Individual Meetings.
3. Negative aspects of Personal interviews.
4. Techniques for Interviewing
5. Condition for Successful Interviews

HOW DOES A PERSONAL INTERVIEW WORK?

A standard structured questionnaire (or
interview schedule) is used in a personal or
face-to-face interview to ensure that all
respondents are asked the same questions in the
same order.

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 An interviewer initiates a two-way
conversation with a respondent to gather
information. The interview is conducted
face-to-face, and the structure of the interview is
defined by the questions, wording, and sequence.

Surveys are types of research that use

interviews to collect data. Sample surveys are
used in studies where a larger number of people
are interviewed.

Consequently, an example overview is a

technique for get-together essential information
in light of correspondence with a delegate test of
people.

A questionnaire specifies in advance the

exact number of questions and the exact wording
of each question for all respondents.

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 When a respondent asks for clarification,
the interviewer typically refrains from providing
an explanation of the questions and simply reads
each one to them.

BENEFITS OF PERSONAL INTERVIEWS

1. Flexibility
2. Response rate
3. Nonverbal behavior
4. Control over the interview environment
5. Spontaneity
6. Completeness
7. Extension to manage more prominent
intricacy of the interview
8. Recording of time to conduct an interview.

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FLEXIBILITY
The interview study has the greatest advantage of
flexibility. When a response indicates that the
respondents misunderstood the question,
interviewers can repeat the question and provide
clarification in order to find more specific
responses.

RESPONSE RATE
The individual meeting will in general have a
higher reaction rate than the mail survey.

In an interview, illiterate individuals can

still respond to questions, and those who are
unwilling to respond to a generic mail survey
may be willing to talk.

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NONVERBAL BEHAVIOR
The questioner is hereby present to notice your
nonverbal way of behaving and straightforwardly
evaluate the legitimacy of the respondent's
response.

CONTROL OVER THE INTERVIEW

ENVIRONMENT
An interviewer can standardize the process by
ensuring that the interview was conducted in
private, that no one was trying to influence the
respondent, or that no one was trying to dictate
anything.

He can prescreen to guarantee that the

right respondent is answering, and he can set up
and control the meeting condition.

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 In contrast, in a mail-in study, the
questionnaire may be filled out by people other
than the respondent under very different
circumstances.
As a result, the respondent cannot "cheat"
by receiving responses or prompts from others.

SPONTANEITY
The interviewer can record answers that come
out of the blue. In contrast to the mail
questionnaire, the respondent does not have the
option to change his or her initial response.

Unconstrained responses are by and large

more solid and useful and less regularizing than
replies about which the respondent had the
opportunity and willpower to think.

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COMPLETENESS
In a personal interview, the interviewer can make
sure that every question has been answered.

Item nonresponse, or the collection of data

that is incomplete or missing for one or more
(but not all) of the individuals' characteristics, is
less likely as a result of this.

SCOPE TO DEAL WITH THE GREATER

COMPLEXITY OF THE QUESTIONNAIRE
A more perplexing survey can be utilized in a
meeting study. Even a well-educated respondent
would feel hopelessly lost on a mail-in
questionnaire if it weren't for a skilled,
experienced, and well-trained interviewer's
ability to fill in a questionnaire with skips,
arrows, and detailed instructions.

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RECORDING OF TIME TO CONDUCT AN
INTERVIEW
The duration of the interview can be recorded by
the interviewer. This record can greatly assist
subsequent surveys in budget preparation,
particularly in determining the most
cost-effective sample size.

NEGATIVE ASPECTS OF PERSONAL

INTERVIEWS

1. High cost
2. Lack of anonymity
3. Interviewer bias
4. Prolonged duration

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HIGH COST
Interview studies can cost a lot of money. The
selection, training, and supervision of
interviewers incur costs; paying for them and the
time required to finish the fieldwork, as well as
travel, lodging, and other costs.

In many interview studies, public relations

staff must be compensated for their assistance.

LACK OF ANONYMITY
The interview offers less affirmation of
namelessness than the mail survey study,
especially assuming the last option incorporates
no development. The respondent's name,
address, and sometimes information about all of
their family members are typically known to the
interviewer.

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 This absence of obscurity is an expected
danger to the respondent, especially on the off
chance that the data is harmful, humiliating, or
generally delicate. This might prompt refusal
from the respondent to partake in the meeting.

INTERVIEWER BIAS
The interviewer's influence and bias could be a
result of the interviewer's flexibility, which is one
of the main benefits of interviews.

Despite the fact that questioners are told to

stay objective and try not to impart individual
perspectives, they frequently offer prompts that
might impact respondents' responses.

Once in a while, the questioner's sex, race,

social class, age, dress, and actual appearance or
compliment can impact respondents' responses.

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PROLONGED DURATION
The interviewer must travel a great distance
during lengthy interviews. Further, it is normal
for the questioner to make a few callbacks before
a meeting is at long last conceded.

TECHNIQUES FOR INTERVIEWING

Research interviewing isn't a simple errand as it
would show up toward the start. Respondents
frequently respond more in response to how they
feel about the interviewer than to the questions
themselves.

The interviewer must also ask the right

questions, accurately record the responses, probe
meaningfully, and motivate objectively.

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 To accomplish these points, the questioner
should be prepared to do those systems that
encourage a decent relationship.

The first thing an interviewer wants to do is

make friends with the person answering the
question. The respondents are motivated to
cooperate by three factors:

1. The respondents should accept that their

collaboration with the questioner will charming
and fulfilling. Whether the association will be
charming and fulfilling generally relies upon the
relational abilities of the questioner.
2. It must be believed by respondents that
responding to the survey is a worthwhile and
significant use of their time. An explanation of
the study's purpose is required to guarantee this.
The interviewer is responsible for determining
the required explanation and providing it.

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3. The respondents should have any
psychological reservations fulfilled. This occurs
when respondents have misconceptions and may
be hesitant to participate in an interview. It is the
job of the interviewer to dispel these
misunderstandings.

GUIDELINES FOR HOW TO APPROACH A

RESPONDENT DURING AN INTERVIEW
1. Identify yourself and the organization you
represent to the respondent (if necessary, show
your identification card).

2. Check to assume that the respondent is

occupied or away. Assuming the respondent is
occupied, give an overall presentation, and
attempt to invigorate sufficient interest to
organize a meeting at some other point. Make

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room for a revisit if the respondent is not at
home.

3. Tell the respondent you doing such that will

invigorate their advantage.

4. Explain to the respondent how he or she was

chosen, pointing out that it was done in a
non-personal way just because a wide range of
people is needed.

5. Take a positive attitude and apply it to the

situation. Assume that the respondent won't be
very busy during the interview. Follow these
steps when approaching them:

I might want to come in and converse with you

about this," as opposed to saying, "May I come
in?" " Should I stay longer? or "Have you got time
right now?" or then again whatever other

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methodology that allows the respondent an
opportunity to say "no."

6. Try to develop a positive relationship. A

relationship between the interviewer and the
respondent that is characterized by confidence
and comprehension is referred to as "rapport
building."

7. Use probing whenever you need to. The

strategy of animating respondents all the more
completely and pertinently is named. The main
capability of a test is to lead the respondent to
answer all the more completely and precisely or if
nothing else to give a negligibly OK response.

The second task is to organize the

respondent's response, ensuring that all topics of
interest to the interviewer are covered, and
reducing the amount of irrelevant information.
Since a test presents an incredible potential for

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inclination, the test ought to be nonpartisan and
show up as an unbiased piece of the discussion.
The creator of the instruments for collecting data
should specify the appropriate probes.

CONDITIONS FOR SUCCESSFUL INTERVIEWS

Three expansive circumstances should be met to
have an effective individual meeting:
1. Accessibility of required data from the
respondent.
2. An understanding of the interviewer’s role by
the respondent.
3. The respondent's adequate motivation to
cooperate.

Inspiration, specifically, is an undertaking

for the questioner. Once a good rapport has been
established with the respondent, the technical
process of collecting data should begin.

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 The latter frequently necessitates skillful
questioning to supplement the respondent's
responses. For a successful interview, a few
additional strategies must be implemented in
addition to these precautions.

Additionally, the same set of questions

should be asked of each respondent. This is
expected to guarantee a correlation of replies
from all respondents and work with the
examination of synopsis insights.

Sort the questions out

When a questionnaire is made, the order in

which the questions are asked is given careful
consideration. Therefore, it is essential to
maintain the respondent's order of questioning.

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 It is especially significant when a survey
has continuous skips and possibility questions.

Try not to lead the respondents

On the off chance that the poll is very much built

and pre-tried (as it ought to be), it becomes more
straightforward for the questioner to abstain
from directing the respondents by posing driving
inquiries.

A main inquiry is one, by its substance,

construction, or phrasing, that drives the
respondents toward a specific response.

The question, "Smoking is harmful, isn't

it?" is one such example. The most likely
response is "Yes."

Similarly, the inquiry, "Do you agree that

the Health Officer ought to visit the Health

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Complex every month?" hardly allows for a "No"
or other choices, making it a leading question.

As a result, reading the questionnaire's

questions will help the interviewer avoid leading
or bias.

Do not be in a hurry to complete the

interview

Respondents are given time to comprehend the

question and come up with an answer when the
interviewer moves at a slower pace.

Ask every question specified in the

questionnaire

Respondents may answer questions before they

are asked them. At the point when this happens,
the questioner ought to in any case pose the

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inquiry at the proper time while recognizing the
respondent's prior reply.

Repeat the misunderstood or

misinterpreted questions

Occasionally, people with hearing or language

impairments will have trouble understanding a
question. The questioner ought to then rehash or
rephrase the inquiry to make it reasonable to the
respondents.

Problem-Solving for Interviews

In private talking, the main issue twists the
gathered information. Two kinds of mistakes can
lead to biased outcomes: non-sampling and
sampling errors.

The following is a summary of these errors:

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SAMPLING ERROR
The population parameter's value is always used
to evaluate the sampling error.

Anything that might be the level of

carefulness in choosing an example from a
populace, there will constantly be a contrast
between the populace's esteem and its comparing
gauges.

Sampling error is the term used to describe

this difference, which is caused by sampling.
Therefore, sampling error refers to an error that
is solely attributable to sampling and cannot be
explained by any other factor.

NON-SAMPLING ERROR
In sampling theory, it is assumed implicitly that
every population observation has a unique value

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whenever it is included in the sample, regardless
of who collects it.

We make the implication that all of the

chosen observations, or units, can be measured,
questioned, or interviewed. This large number of
estimations uncovers the genuine worth of any
factor of interest.

Despite our best efforts, the situation is

rarely this straightforward in practice. A good
example can show the situation.

Think about how a market research team

would estimate the number of people who would
buy a new product that was displayed and
demonstrated on-site by interviewing selected
customers at shopping malls in a city.

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 We could legitimately argue that not all
consumers shop in malls; As a result, not all
shoppers in the malls are the same size.

In addition, some of the selected customers

might be in a hurry and disregard questions.
Some probably won't be keen on partaking
in the exhibit. Even if they participate, their
responses may diverge from what they intended.

There are several possible explanations for

these false responses: their disregard for the
demonstration, their price, their
misunderstanding of the product's quality, and
numerous other factors.

Even if the sample is technically well

designed, the resulting estimates, such as the
proportion of buyers who would purchase the
product, may be misleading for all of these
reasons.

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 The survey scenario that was just talked
about is a real-world example of a sample survey
that shows the possible sources of errors other
than sampling errors. Non-sampling errors are
the term for these errors.

In practice, nonsampling errors can occur

in any survey procedure

Data entry errors, misinterpretation of the

questions by either the respondent or the
interviewer, and failure to locate and interview
the correct household are some of the mistakes
that lead to these errors.

Even though this suggests a variety of

sources for non-sampling errors, we can classify
them into two broad categories:

1. Non-response errors

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2. Errors in measurement
3. Non-response error

In surveys, selected respondents frequently

fail to respond or refuse to answer questions.

It's possible that a person will not respond

honestly to the question, whether they intend to
or not. As a result, non-response and inaccurate
responses plague the survey data.

Non-response can be divided into two categories:

1. Element non-response
2. Item non-response.

ELEMENT NON-RESPONSE
When no data can be collected for one or more of
the elements chosen for the survey, this is called
"element non-response." A person (the

42
respondent) or any other unit, like a family, can
be an element.

Here are some reasons for this lack of

response:

1. The respondents couldn't be reached.

2. They were reachable, but they declined an
interview.
3. They were reached and given information, yet
the evoked information was questionable in
quality and accordingly was rejected from
information handling.

ITEM NON-RESPONSE
Item non-response is the collection of data that is
incomplete or missing for one or more (but not
all) of the individuals' characteristics.

The respondents' refusal is largely to blame

for this. This occurs in situations like addiction,

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properties, and incomes, for which many
respondents are unwilling to cooperate.
Due to their poor quality, the item's collected
data must be eliminated from subsequent
analysis.

Non-response rates vary significantly

between surveys for obvious reasons. In the 1976
Bangladesh Fertility Survey (BFS), the household
non-response rate was 4.7%, while the individual
interview rate was estimated to be 2.4%.

These rates were respectively 4.2% and

1.6% in the 1989 BFS surveys. The household and
individual interview nonresponse rates were
0.1% and 2.6%, respectively, in contrast to these
surveys, the 1993–1994 Bangladesh
Demographic and Health Surveys (BDHS).

The chief justification for non-reaction in

1993-1994 BDHS among the respondents was an

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inability to track down them at home regardless
of rehashed visits to the family.

As a result, the 1976 BFS survey was

responsible for 56.1 percent of all cases. The
following significant justification behind
non-reaction was refusal, contributing 22.8% to
the complete non-reaction. In 1989 CPS,
non-reaction rate for the family interview was
6.5%, of which around half represented the
explanation "staying empty."

Additionally significant was the

non-response rate for "address not found" and
"address not exists" (1.44%). The individual
interview had a non-response rate of only 3%,
which was half of the household survey's
non-response rate.

Rates of non-response are somewhat

higher in the;

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1. Mail reviews
2. Overviews managing touchy issues
3. Interview studies with insufficiently prepared
questionnaires.

How do you handle non-response?

1. One obvious answer is that non-response can

be kept at a minimum by repeated visits. In some
studies, it is possible to contact non-respondents
a second time and make an appeal to their sense
of duty and responsibility to get them to respond.

2. On the off chance that all whenever

respondents first currently answer honestly, the
issue is finished. Based on the responses, any
estimator, mean, or proportion will become
impartial.

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3. Even after numerous visits, the non-response
frequently persists. The questioners made
upwards of four visits to a respondent before
characterizing the case as a non-reaction.

4. However, it is evident that adding contacts

takes time, increases the cost of sampling, and
increases the likelihood of a distorted response.

5. There will always be some individuals who will

not respond to any reasonable inducement.
Because of practical considerations, the number
of re-contacts is typically limited, and even after
all appeals have been made, there may still be
some who have not responded.

The previous discussions demonstrate that

absent additional assumptions, there cannot be a
straightforward solution to the non-response
issue.

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 "Those who do not respond are similar on
average to those who respond" is a common
implicit or explicit assumption. Each case must
be judged on the reasonableness of this
assumption.

Eliminating the nonresponse by obligating

cooperation is an alternative strategy for
resolving the issue. However, when forced to
cooperate, this may result in untrue responses to
the questions. Response bias may result in biased
data.

Since non-reaction can barely be kept away

from, we will endeavor to accomplish a low
non-reaction rate as could be expected.

Here are a few estimates that are probably

going to add to accomplishing a low
non-response:

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1. Making the crowd study situated
2. Granting preparation to the review analysts
3. Granting satisfactory preparation to the study
questioners
4. Callbacks and updates
5. Sub-inspecting the non-respondents.
6. People are more likely to cooperate and
contribute to the response rate if they value
statistics and have a positive attitude.

This goal is aided by the statistician's

thorough comprehension of the consequences of
non-response. The results of various surveys
have shown that interviewers who receive
adequate training are better able to deal with the
issue of non-response.

It is possible that a respondent will not be

at home when an interviewer visits him in a

49
survey. Given this, making him come back is both
desirable and effective.

Those who do not respond to the initial

mailing of a questionnaire survey may receive a
reminder along with a new questionnaire.

Measurement error

We can understand measuring error by

determining the "true" value of a variable or
category of an interesting attribute.
Failure to do so results in measurement
errors. This simply states that when the reported
data differ from the actual data, a measurement
error occurs. Response error is another name for
measurement error.

The possible wellsprings of estimation

mistakes, among others, are;

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1. Unable to comprehend the respondents'
questions;
2. The actual responses to the question are
unknown to the respondents;
3. The questions are based on:

Consider a survey in which respondents are

asked: How much do you make? The inquiry is
basic, yet most respondents will be essentially
mistaken for the inquiry.

Issues he/she experiences in answering

are;

1. Is it family pay?
2. Does it refer to weekly income or annual
income?
3. Is it the money from last month?
4. How much did you make last year?

51
 For some different reasons, many people
choose to keep their income a secret. The
respondents become bored, impatient, and
irritated as a result of the question's ambiguity.
Hence, a few clear reasons hold up traffic of
extricating the 'genuine' worth of pay.

A typical element in age revealing in

segment information assortment is that
individuals report their ages finishing off with
specific favored digits like 0 and 5.

A 29- or 31-year-old, for instance, will

typically state his age as 30. This suddenly
creates a serious storing at age 30. When he is
quite old, many people also exaggerate their ages
to attain old-age prestige.

Questions that welcome respondents to

review a previous occasion may likewise be
addressed mistakenly because of memory

52
disappointment. " If it occurred in the distant
past, answering the question "At what age did
your father die" may be difficult.

Both the respondent and the interviewer become

bored and impatient as a result of lengthy
questionnaires and interviews. As a result, they
will be hurried and provide incorrect responses.

The phrasing and items in the poll

accordingly give off an impression of being a
significant part of overseeing non-reaction
mistakes. But before we wrap up the discussion
on this, we'll go over what a randomized response
means when people ask questions that are
embarrassing or sensitive.

Due to their sensitivity to the question,

people in many cultures either do not respond at
all or do not respond at all.

53
 Envision an overview intended to gauge the
extent of people who view X-evaluated
recordings, are dependent on Maryjane, enjoy
shameless exercises, have perpetrated the
wrongdoing, or at any point have dodged
charges.

A person who doesn't watch videos with

X-rated content will probably say, "No."
However, a viewer's response to the question
could be "Yes," "No," or an outright refusal. This
is also true in other situations. As a result, direct
inquiry into these cases may result in biased
outcomes.

A sensible insurance is to treat the

reactions of the people privately and guarantee
them that the reaction can't be followed back to
the respondents.

54
 These assurances can be given during
in-person interviews or when the data are
collected via mail via a questionnaire, but they
are not provided in any circumstance in which
the person being interviewed might be alarmed,
embarrassed, or afraid to tell the truth to the
interviewer.

In order to address this issue of evasive

bias, a randomized response method has been
developed. The goal is to energize honest
responses while completely safeguarding secrecy.
By separating the response from the question,
the method aims to encourage honest responses.

Blunders can be made at the handling and

arranging stages as well. An additional potential
source of response error is the error of the
interviewer. There are many ways that the
interviewer's control of the process can affect the

55
quality of the data, from the beginning to the end
of the interview.

The interviewer's qualities ultimately

determine the interview's success.

Chapter 3

EVALUATION INTERVIEW

It is much simpler to hire someone than to fire

someone who doesn't fit the company's culture.
With an assessment interview, your appeal and
balance won't be sufficient to land you the
position. An evaluation interview gets right to the
heart of your experience, expertise, and
knowledge. It rates how you respond to conflict
situations. If you win the election, that means
you deserved it.

56
THE PURPOSE OF AN EVALUATION
INTERVIEW
An interviewer's personal bias is eliminated by
the evaluation interview method. The questioner
depends on a scoring situation to decide the right
possibility for the gig because of the
up-and-comer's information, expertise,
disposition, and experience. For instance, a
project manager with experience juggling
multiple projects on time and within budget
might be needed by a business. The company's
position-related interview questions yield the
highest scores for the successful candidate.

COMMON QUESTIONS
An evaluation interview can take place in person
or over the phone; in either case, you should be
ready for questions about the situation, your
knowledge, and your behavior.

57
The interviewer might inquire about your
approach to a specific circumstance. Social
inquiries test and make it challenging for you to
make up replies. While evaluating your
experience and behavior, the interviewer might
inquire as to how you came to a particular
decision. Through knowledge questions, you can
demonstrate that you researched the position
and the organization. The person conducting the
interview is interested in your actual work
experience concerning the organization.

RATING MATRICES
To evaluate responses, evaluation interviewers
utilize rating scales with one being the lowest and
five being the highest, depending on standards.
The interviewer prepares the questions and a
rating of possible answers in advance for
situational and knowledge-based questions. The
interviewer may award the candidate five points

58
for speaking what they want to hear, three points
for a passable response, and one point for a poor
response.

The interviewer may need to follow up on

behavioral questions with more inquiries, make
notes for later review, and score the candidate's
response. In order to arrive at an overall score,
the interviewer adds other factors to the rating
sheet, such as references and individual traits
like confidence and appearance.

The following criteria for an evaluation

interview form are suggested by the employment
website Indeed: education, experience,
communication, practical knowledge, company
knowledge, personality, and interpersonal skills.
Indeed advises including a space for the score
(such as 4/5) and the interviewer's comments for
each category on an evaluation interview form.

59
OTHER APPLICATIONS OF THE EVALUATION
INTERVIEW
An evaluation interview assists in identifying a
current employee's potential for internal
promotion in addition to choosing the best
candidate for a position. It is useful to pinpoint
areas of employee weakness where training and
development initiatives could be beneficial. The
abilities, expertise, and experience of an
employee are also determined during an
evaluation interview. When skillfully combined,
these factors might be crucial for team formation.

60
Chapter 4

PERSUASIVE INTERVIEWS

Selling a product or service and acing a job

interview both involve persuasive skills. You
employ fundamental rapport- and
relationship-building strategies, deft body
language, excellent business acumen, and
effective communication of your job-related
strengths. It becomes much easier to convince a
hiring manager of your worth if you have a strong
belief in your product.

EMPATHY
The ability to relate to the hiring manager is a
crucial strategic trait that could set a successful
interviewee apart from other applicants.
Emotional intelligence and awareness of another

61
person's needs and motivations are key
components of the art of persuasion.

To become familiar with the organizational

and position-based requirements of the
employer, do some advanced research on the
business and the role. By relating the position to
your skills and advantages, you can demonstrate
empathy when you respond to queries. You could
say, "My managers have always appreciated my
attention to detail, which was highlighted in your
job description."

INITIAL PERCEPTIONS
In an interview, first impressions have a
significant impact on your capacity for
persuasion. The manager might determine in less
than ten seconds whether you are a serious
applicant worth considering or a time waster.
Making a good first impression can be achieved

62
by being on time, dressing professionally, and
greeting the audience with a warm smile, direct
eye contact, and an enthusiastic "Hello." Because
they want to feel good about how they will be
spending the following 30 to 60 minutes of their
time, hiring managers frequently strive for a
favorable first impression.

RAPPORT
You aim to establish a rapport with the
interviewer while you work to convince them of
your suitability for the position. Setting the tone
early on can be done by genuinely complimenting
the manager's workplace or line of business,
discovering a common interest, and imitating the
manager's upbeat nonverbals.

Gaining connection is facilitated by open

and welcoming body language, such as a relaxed
yet upright posture, engaging smile, eye contact,

63
and a cordial tone of voice. You are more likely to
be chosen as the top candidate the more at ease
the hiring manager is with you. This produces a
favorable lens through which your responses to
queries are perceived.

THE DEAL
Strong responses to specific inquiries, supported
by the mentioned communication strategies, aid
in closing the deal. Avoid giving generic
responses when trying to persuade. Give
instances. Tell the interviewer what you've done
that demonstrates your ability to carry out the
necessary duties and obligations of the position
in a confident, forceful, and engaging manner.

Give an illustration for each of your skills

while discussing them. If you want to
demonstrate your interpersonal abilities, give an
example of how you used good listening skills, a

64
cool head, and a helpful attitude to help solve a
client's issue or complaint.

It's likely that during a job interview, a question

like "What is your biggest weakness?" will come
up. The challenging nature of the question gives
you a chance to dazzle the recruiting manager.
Even if you genuinely lack confidence, it's usually
not a smart idea to respond with such a broad
and obvious weakness.

AMOUNT OF THE WEAKNESS

A January 2013 "Forbes" article said that it is
preferable to highlight a focused or more
particular problem. This question's main goal is
to find any weaknesses in your history or work
experience that might prevent you from
performing the job. It is less likely that you will
raise a red flag the more specific your response is.
Since this flaw can affect all areas of your

65
profession, lack of confidence is one of your
shortcomings that can be discussed in the
broadest terms.

CONFIDENCE'S IMPORTANCE
The importance of identifying a trait as a
weakness increases with how crucial it is to a
particular role. Although admitting you are "shy"
during an interview for a public speaking
position would have a more immediate effect on
landing that job, doing so would probably harm
the hiring manager's opinion of you regardless of
the job.

A crucial attribute that seems to benefit

people in all professions is confidence. When a
sales candidate admits to lacking confidence in a
hiring manager, the manager is likely to question
how the candidate was able to make cold calls,
persuade strangers, and confidently seal deals.

66
IRONY
The irony of listing a lack of confidence as a fault
is that the interview process' main goal is to
evaluate your capacity for performance under
duress. The hiring manager is looking for
calmness, poise, and confidence throughout the
entire process. By expressing a lack of
confidence, you essentially make it easier for the
hiring managers to evaluate your whole interview
performance.

BETTER METHODS
A better approach is to evaluate the key
qualifications listed by the business for the post
and contrast them with your deficiencies. Though
you choose a particular, limited shortcoming
unconnected to the essential requirements of the
job, you nevertheless want to sound sincere. If

67
you're having a casual, extremely creative
interview, mentioning that you struggle with
discipline and routine works well.

Better still, demonstrate your want to

improve by saying something like, "I've struggled
with highly routine jobs because I like creativity
and variety, but I have learned to keep effective
schedules and to concentrate through those
experiences."

68
Chapter 5

STRUCTURED INTERVIEWS

All job candidates are guaranteed to be asked the

same set of predefined questions throughout a
structured interview process. When a hiring
manager conducts an interview with multiple
candidates for a position, it is known as a
structured interview.

In addition to making the interview process

more straightforward and reducing bias both in
the interview room and when evaluating
candidates' responses after the interview, having
questions prepared in advance can help hiring
managers and HR professionals feel prepared
before entering one.

The structured interview approach can be

tailored to fit the hiring strategy for a range of

69
positions, in contrast to unstructured interviews,
which are more akin to free-flowing
conversations that take multiple directions based
on the candidate and their responses.

Additionally, candidates may feel more at

ease and prepared for the interview if they are
given a general idea of the format, which enables
them to confidently exhibit and discuss the
attributes that make them a good fit for the
position. This makes it simpler for hiring
managers and recruiters to locate and establish
connections with some of the best applicants in
their talent pool.

WHAT IS A STRUCTURED INTERVIEW?

A structured interview is one in which the
interviewer employs a series of questions that are
asked of every applicant for the job. They don't

70
improvise or deviate from the script dependent
on how the dialogue is going, in other words.

Finding qualified candidates for unfilled

positions can be extremely challenging in a
competitive labor market. This makes having
well-thought-out plans for the interview process
even more crucial today.

Interviewers may find structured

interviews more comfortable. Many internal
personnel from a company may be involved in
the hiring process, and not all of them will be
equally prepared for and experienced in
interviews. Establishing a clear interview format
improves the candidate experience and
guarantees that the organization will benefit from
the expensive hiring process.

71
THE DIFFERENCE BETWEEN STRUCTURED
AND UNSTRUCTURED INTERVIEWS
In the employment process, both organized and
unstructured interviews have benefits and
drawbacks. For instance, a structured interview
gives the individual asking the questions a
written checklist so they can gain their bearings
at the beginning of each interview and ensure
they don't miss anything crucial.

Contrarily, unstructured interviews enable

interviewers to assess a candidate's
problem-solving methodology and comprehend
their decision-making processes.

The sort of position you're hiring for and

the talents you need to evaluate can influence the
best interview format to fill your open positions.

72
Here is the difference between structured and
unstructured interviews.
Structured Unstructured
interviews interviews
A set of questions that It's more like having a
interviewers must ask chat during an
each candidate is what unstructured
defines structured interview.
interviews. Providing
the interview with a Interviewers can learn
general format ensures more about applicants
all applicants have a during the
similar experience. unstructured phases of
the interview.
Interviewers can avoid Unstructured
repeating themselves interviews are useful
by using structured for evaluating
interviews. behavioral aspects of
the interview process.

73
 ADVANTAGES OF STRUCTURED
INTERVIEWS
A planned interview structure can help
interviewers evaluate candidates since it can help
them understand their roles and the goal of the
interview. It enables them to build up a fuller
image of each applicant's advantages and
disadvantages.

Candidates already face anxiety during job

interviews, so having entirely unstructured
interviews can exacerbate the situation. Giving
applicants a general idea of what to
anticipate—such as who they will speak to and
what abilities they will be assessed on—can help
reduce their anxiety.

For instance, if I know the focus of the

interview will be on interpersonal or
collaborative skills, I may at least adopt that

74
mindset and present myself in the best possible
light.

DISADVANTAGES OF STRUCTURED
INTERVIEWS
There are drawbacks to the organized
interviewing procedure as well. For instance, the
professional appearance of ticking off questions
can give the impression that an interviewer is
disengaged, cold, or even frightening. This could
reflect poorly on their organization. It may be
challenging to establish a connection with
candidates to accurately assess their
temperament and communication abilities.

Additionally, because a structured

interview is meant to mostly stay to a
predetermined list of questions, interviewers
aren't allowed to ask follow-up questions that go
more in-depth. The organized interview

75
procedure doesn't always permit them to veer
into a more involved discussion, however, they
can encourage candidates to clarify or elaborate
on something they said.

ADVANTAGES OF UNSTRUCTURED
INTERVIEWS
When hiring for senior leadership positions,
unstructured interviews are useful.

"How you break down a complicated

project is equally important as the results," We
want diversity of thinking and experience, too,
for this reason. And we won't have a team that
can approach very huge, challenging problems
comprehensively if we don't ask you about your
experiences and just ask for that final solution.

Even for technical roles, interviews

shouldn't follow a rigid structure. Particularly in

76
interviews for senior technical roles, the
emphasis shifts away from handpicked code
questions and toward discussions of procedure
and program design.

The rounds that focus on system design

and behavioral issues are inevitably more
semi-structured. because there are various
approaches to system design. The conversations
can go in a variety of directions depending on the
[candidate's] experience.

DISADVANTAGES OF UNSTRUCTURED
INTERVIEWS
There is always a chance that an interviewer will
try to fill the entire 60 minutes with unrelated
questions during a completely unstructured
interview, or that multiple interviewers will ask
the same questions to the same candidate.

77
 In addition to wasting the candidate's time,
a poor interviewing procedure might eventually
hurt the business. Job applicants are also
consumers who may tell others about their
unpleasant interview experiences, which could
harm a company's brand.

"Those applicants have a platform, and that

platform is strong, whether we hire them or not.
Making it tougher to expand your firm if you
don't have a [established] brand that can be
trusted.

A GUIDE TO STRUCTURED INTERVIEWING

Basic interviewing techniques, such as knowing
what questions are suitable and pertinent to ask
during the interview process, should be taught to
all interviewers. Make sure the candidates aren't
being interviewed for redundant skills if the

78
employment process includes many interviews
with various personnel.

AGREE ON QUESTIONS BEFORE STARTING

INTERVIEWS
I advise preparing a set of interview questions for
structured interviews and going over them with
all interviewers before any candidates are
present.

According to Stanley I. O. , questions

should be based on the recruiting philosophy and
principles of the organization. By creating
interview questions that go back to those
fundamental principles, interviewers can
represent whatever is most essential to the
business. Then, questions can be modified for
other viewpoints while still addressing the same
values.

79
ASK THE RIGHT QUESTIONS TO GET THE
RIGHT PERSON FOR THE JOB
Additionally, hiring managers want to consider
the kinds of workers who work well for the
organization. Because every company is unique
and has a unique corporate culture, hiring
managers should customize interview questions
to the kinds of candidates who would thrive in
their particular setting.

For instance, questions about cooperation

experience and communication abilities should
be asked of candidates if they will be working in
close-knit teams. Interviewers should inquire
about candidates' time-management techniques
and approaches for prioritizing activities if they
are anticipated to be self-directed.

If the subject concerns teamwork, I can ask

a software engineer to describe a moment when

80
they disagreed with one of their peers and how
they resolved the issue.

In sales, you might use language like this:

Tell me about a period when you had a very tense
connection with one of your current clients. How
were you able to save that relationship and make
it productive?

DESCRIBE THE INTERVIEW STRUCTURE TO

CANDIDATES
Providing candidates with a general outline of the
interview procedure in advance might also be
beneficial. While employers shouldn't disclose
specific interview questions, letting applicants
know how many rounds of interviews they should
expect, who they will be speaking with, and what
broad types of questions to anticipate can help
them get ready.

81
 Let them know that, for instance, the
organization frequently uses graphs and that they
should be aware of traversing a graph. Because
you might not develop algorithms daily at work,
it's a vast field to be knowledgeable of. Therefore,
it merely helps if interviewers prepare the
prospects a little.

SELECT CRITERIA FOR OBJECTIVELY

EVALUATING APPLICANTS
Hiring teams should set up a mechanism for
assessing candidates' responses as they choose
the questions and general format that will govern
the interview process. These requirements should
be modified to fit the particular job and required
talents, such as emphasizing interpersonal skills
for someone who will need to operate in a team.

It may be simpler for interviewers to follow

criteria for grading candidates while using the

82
structured interview style if they are ready to ask
a preset list of questions in a predetermined
order.

The establishment of a scoring system

creates a more level playing field for evaluating
candidates' abilities, work styles, and general fit
for the position and workplace. Additionally, it
guarantees that if numerous interviewers are
required to conduct interviews for a single
position, they will all follow a consistent and
understandable process for evaluating candidates
and choosing which ones will advance to the next
round.

QUESTIONS FROM SAMPLE STRUCTURED

INTERVIEWS
These ten examples of structured interview
questions can be modified to address topics such

83
as evaluating a candidate's interpersonal and
technical skills, whether they'd make a good team
member, how they approach resolving internal
and external difficulties, and their career
trajectory.

1. What are some of your strongest and weakest

points?
2. Describe your preferred method of receiving
feedback and how you go about giving it to
others. Consider a manager you worked for who
was incredibly effective.
3. What contributed to their success in that role,
and did they exhibit any traits or abilities you try
to imitate?
4. What about this kind of work do you find most
difficult? What qualifications do you have that
would enable you to meet such challenges?
5. Describe a project you worked on that was a
success. What made it special to you, why, and
how did you contribute?

84
6. Describe a moment when a project you worked
on didn't turn out the way you had hoped. What
did you take away from the encounter?
7. Describe a moment when you disagreed with a
coworker or management. How did you express
your dispute and come to an amicable solution?
8. Describe a difficult client connection or
encounter you've had. How did you resolve that
issue and make the connection or encounter
productive?
9. If you were confronted with (pose a typical
issue or task they're likely to face in the
workplace), briefly describe the procedures you'd
take to address that circumstance.
10. What professional development opportunities
or experience do you believe this organization
can offer to assist you achieve your career goals
over the next five years?

85
 Chapter 6

COUNSELING INTERVIEWS

In counseling, communication is just as crucial as

the actual counseling session.

This is so because communication either

what the client expresses and how it makes him
feel, or what the counselor communicates and
how it makes the client feel—is the primary
means of intervention that therapy offers.
A key component of communication in
counseling is interviewing.

WHAT IS COUNSELING INTERVIEWING ?

A counseling interview is a method that entails

face-to-face or ear-to-ear communication

86
between a counselor acting as the interviewer
and a client acting as the respondent (via the
phone, the internet, or even radio sets).

The counselor probes the client's issues

while also observing their verbal and nonverbal
cues.

TYPES OF COUNSELING INTERVIEW

Counseling interviews come in two different
varieties. The two types of counseling interviews
are subjective or unstructured and objective or
structured.
UNSTRUCTURED OR SUBJECTIVE
COUNSELING INTERVIEW
In subjective counseling interviews, the
counselor asks the client whatever comes to mind
and is guided by the client's response.

87
 The counselor does not come into the
partnership with a predetermined set of
inquiries. When counseling goals and objectives
have not been established, this type of counseling
interview is particularly beneficial for general
"check-ups" and is employed for that purpose.

The goals of the therapy partnership can be

established using the feedback from this
interview. An effective method in non-directive
counseling is unstructured counseling interviews.

The counselor must be a good observer and

active listener in order to pick up on nonverbal
cues the client is sending to press them with
more questions. Otherwise, the counselor will
quickly run out of questions while still failing to
elicit some crucial information from the client.

88
STRUCTURED OR OBJECTIVE COUNSELING
INTERVIEW
The second style of counseling interview is a
structured interview, in which the counselor has
predetermined questions in mind before the
counseling session and sticks to them
throughout.

This kind of counseling interview can be

employed to analyze and comprehend the client's
case's complex conditions, which the counselor
would overlook if they aren't stated upfront.

For instance, a client who experienced

divorce, robbery, and the loss of their home due
to a natural disaster within three years is now
experiencing post-traumatic stress.

There are some crucial details that the

client will not discuss if an unstructured therapy

89
interview is employed if the counselor does not
enter the relationship with questions in mind.

However, the counselor—who has personal

experience with PTSD—will be aware of the most
likely underlying reasons and anxiety-inducing
factors related to the problem and will have
prepared inquiries to address those areas.

Additionally, it can be used to gather

background data on the customer, such as their
demographics, family history, medical history,
and so forth.

CHARACTERISTICS OF A SUCCESSFUL
COUNSELING INTERVIEW
The following prerequisites need to be met for a
counseling interview to be successful:

90
1. An experienced interviewer

In this situation, the counselor conducts the

interview. He or she must exhibit the traits of a
qualified counselor, including congruence,
unwavering regard for others, and empathy.
Additionally, he or she must adhere to all guiding
and counseling principles.

The counselor must also be knowledgeable

about the problems the client wants to discuss.

A skilled interviewer knows the proper

questions to ask to get to the heart of the matter,
much as a doctor knows the right questions to
ask to identify symptoms and determine the
likely illness.

For instance, the likelihood that someone

looking for career advice may need to ask for
their dietary practices.

91
2. The counselor and the client have a
good working relationship

People only confide with those they trust. The

goal of the initial counseling session should be
for the counselor to establish a strong rapport
with the client.

There won't be a need to craft tricky

questions to persuade the candidate to open up if
they can relate to the counselor as a friend.

3. The existence of objectives and goals

Counselors should make friends with their

clients, but the relationship should go beyond
simply hanging out and getting to know one
another.

92
 In order to get somewhere, the counselor
must ask questions. Finding the underlying
causes of problems (which is a common goal of
counseling interviews) or identifying the clients'
options, among other goals, could be the
motivation.

4. Privacy and discretion

In this situation, privacy and confidentiality are

more concerned with how the customer feels
than with where they stay. Even if the client and
counselor are alone in a soundproof room, the
client may still lack confidence throughout the
interview.

Professionalism and meticulous attention

to detail are two ways to instill client confidence
in the process. The counselor's appearance,
actions, and responses, the setting and

93
organization of the office, the materials provided,
and other factors must be comforting.

The client will feel secure if you and your

surroundings appear calm.

5. The interview will have enough time.

Interviews with counselors shouldn't be hurried.

There should be time for the client to consider his
questions before responding.

However, it's not only the customer.

Additionally, the interviewer must not hurry with
the questions. The interview should be
rescheduled during a period when neither the
interviewer nor the interviewee have a busy
calendar.

94
6. An emphasis on the needs, emotions,
and values of the client

The client is the main focus of the counseling

interview. In addition to determining the client's
requirements and paying attention to their
feelings, the counselor should be open to leaning
toward the client's ideals.

COUNSELING INTERVIEW STAGES

From the moment a client walks into the
counselor's office until the connection is ended
either due to success or referral, there are three
main stages of counseling interviews that take
place.

1. First Stage

The first meeting between the counselor and the

client serves as the beginning stage of the

95
counseling interview. Here, the counselor works
on developing a rapport with the client, earning
their confidence, and promoting candid dialogue.

The counselor also informs the client in advance

of what to anticipate during the counseling
session.

If the counselor does not already know the client,

a systematic interview (of client demographics) is
conducted initially. A second interview is then
conducted to determine the client's requirements
and establish counseling objectives.

2. Body Interviews

All of these additional interviews happen during

the therapeutic relationship. The main goal of
these interviews is to gain a deeper knowledge of
the client's condition.

96
To determine if the connection is improving,
interviews are frequently used as a sort of
formative evaluation.

3. Phase of Termination

The third step of the counseling interview mostly

focuses on summative evaluation this time.

The client is questioned by the counselor

regarding the sessions they have had thus far and
how satisfied they are with the problems they
brought up for treatment.

VALUE OF THE COUNSELING INTERVIEW

The following roles are played by the client and
counselor during the counseling interview

97
1. It can be applied to identify the underlying
reasons for customer problems.

2. It can be used to gather client demographic

information.

3. It improves the rapport between the counselor

and the client, which strengthens the therapeutic
alliance.

4. It is required for counseling goal-setting to be

successful.

5. It helps the client feel confident that the

counseling process is focused on satisfying his
requirements.

6. It can be used as conversation therapy when

patients find comfort in speaking with an
empathic and understanding listener.

98
7. It can aid individuals in developing
self-awareness and mental clarity.

8. A counselor's range of expertise is widened by

listening to the intricacies of their client's
problems.

9. It can assist the client in acquiring

communication skills that are applicable outside
of the counseling environment.

10. Surveys, such as need assessments for school

guidance programs, can be conducted using it.

CONCLUSION
Effective therapy requires interviews. Asking the
correct questions and encouraging clients to
answer honestly are two skills that every
therapist and counselor must develop.

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Chapter 7

DISCIPLINARY INTERVIEW

In order to examine and fairly and consistently

address an employee's performance or
wrongdoing, a disciplinary interview is a meeting
between at least one management and the
employee (who may be joined by a coworker or
trade union representative).

HOW TO CONDUCT A POST-INTERVIEW

EVALUATION
1. Educational history.
2. Relevant job history.
3. Specialized abilities or "technical skills"
4. Capacity to collaborate with others.
5. Effective leadership.

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Problem-solving and critical thinking, number 6.
7. Interpersonal skills.
8. Motivation and attitude.

Aside from What does a disciplinary

interview serve? The employee and manager have
the chance to have a thorough and open dialogue
about the issue under consideration during a
disciplinary interview. The interview gives the
employee a chance to explain themselves or
present their side of the issue.

Furthermore, How should you behave in a

disciplinary hearing?

Be sure to have the following in mind:

1. Keep it confidential. Make sure the meeting is

held in a private location, away from other
employees.
2. Add an eyewitness.

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3. Concentrate on the problem at hand.
4. Show deference.
5. Remain calm.
6. List the repercussions.
7. Verify that the employee comprehends.

WHAT PURPOSE DOES A DISCIPLINE SERVE?

Discipline is used to address conduct linked to
the job, not to penalize it. Each employee is
required to uphold the performance and conduct
standards set out by their immediate supervisor,
as well as to follow all applicable rules,
regulations, and laws.

HOW TO WRAP UP A JOB INTERVIEW

1. Make inquiries.
2. Deal with any issues.
3. Restate your advantages to the interviewer.
4. Indicate your interest in the position.

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5. Inquire about the following actions.
6. Provide more information.
7. Kindly adjourn the meeting.
8. Follow up with an email.

HOW TO INTRODUCE YOURSELF AT AN

INTERVIEW
1. It’s nice to meet you.
2. I appreciate you coming to see me today.
3. I read over the job description.
4. I looked into your business.
5. I want to know more about the business.
6. This position seems intriguing.
7. My qualifications and the job description are
exactly compatible.

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HOW DO YOU EVALUATE YOURSELF AFTER
AN INTERVIEW?
Consider your responses to the interview
questions as you assess your performance. Be
brutally honest with yourself as you look through
the list above. By videotaping your responses to
some important questions, you may take your
self-evaluation to the next level. Review your
accomplishments.

WHAT DOES A DISCIPLINARY INTERVIEW

SEEK TO ACCOMPLISH?
Employers are required to learn as much as they
can about any potential workplace disciplinary or
grievance issues. This is referred to as an
'investigation'. See if there is a case to be
answered by conducting an inquiry.

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CORRECT PROCEDURES FOR DISCIPLINE
INTERVIEW
1. Gain a basic comprehension.
2. Conduct in-depth research.
3. Request that the worker attend a disciplinary
hearing.
4. Hold the discipline hearing.
5. Select a course of action.
6. Put the result in writing.
Appellate rights.

FAIR GROUNDS FOR TERMINATION

1. Conduct or misbehavior. Speaking casually to
the employee can usually resolve minor conduct
or misconduct issues, including bad timekeeping.

2. Redundancy
3. Capability/Performance.
4. Violation of a law prohibition or statutory
criminality.

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5. Some Other Substantial Reason (SOSR)

HOW TO SUCCEED AT A DISCIPLINE

HEARING
1. Take some time to reflect.
For the disciplinary hearing, use witnesses.
3. Compile your documentation.
4. Go through the ACAS Code of Conduct.
5. Adhere to the ACAS Code of Conduct.
6. Obtain representation from a union.
7. Obtain a copy of the disciplinary hearing's
notes or minutes.
8. Making just decisions.

HOW CAN YOU MAINTAIN COMPOSURE IN A

PUNISHMENT SITUATION?
At your disciplinary hearing, try to maintain
composure and keep to the truth:

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1. Be on time and well-groomed; you want to
leave a good first impression.
2. Focus on the facts.
3. Don't rush into giving a response.
4. Remain composed and gracious.
5. Avoid recording the meeting without
authorization; doing so could result in
disciplinary action.

DOES DISCIPLINARY ACTION MEAN FIRED?

Your employer may attempt to discuss the issue
informally with you before initiating formal
disciplinary action against you or terminating
your employment. However, they have the option
of using their official disciplinary or dismissal
processes right away. A set method for handling
disciplinary issues by an employer is through
disciplinary processes.

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WHAT IS THE PROCESS FOR DISCIPLINE?
The statutory procedure consists of three steps in
total:

1. A written explanation of the employee's alleged

wrongdoing and any potential repercussions
from the company.
2. A gathering to talk about the problem and
make a choice.
3. Providing the opportunity to appeal.

WHAT IS THE IDEAL LENGTH OF A

DISCIPLINARY INTERVIEW?
For instance, gathering the necessary data for a
straightforward case could just take a day, but
doing so for a difficult case would take several
weeks. There may be deadlines for investigations
specified in your employer's policy.

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What To Ask The Interviewer
QUESTION #1: What do the day-to-day
responsibilities of the role look like? …
QUESTION #2: What are the company’s values?
…
QUESTION #3: What’s your favorite part about
working at the company? …
QUESTION #4: What does success look like in
this position, and how do you measure it?

THE BEST QUESTIONS TO ASK IN AN

INTERVIEW
1. What do you expect from team members in this
position? …
2. Will those expectations change over time? …
3. What is a typical day like at [company name]?
…
4. Where do you see the company in five years? …
5. What are the next steps in the job process?

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WHAT QUESTIONS SHOULD I ASK THE
INTERVIEWER?
Asking questions of the interviewer shows that
you’re interested in them as a person—and that’s
a great way to build rapport.

1. How long have you been with the company?

2. Has your role changed since you’ve been here?
3. What did you do before this?
4. Why did you come to this company?
5. What’s your favorite part about working here?
6. What do you anticipate of the group members
in this role?
7. Will such anticipations alter in the future?
8. How might a normal day at [business or
company name] look like?
9. How do you envision the business in five
years?
10. What comes next in the hiring process?

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THE BEST INTERVIEW QUESTIONS TO ASK
1. What do you anticipate of the group members
in this role?
2. Will such anticipations alter in the future? …
3. How might a normal day at [business name]
look like? …
4. How do you envision the business in five
years? …
5. What comes next in the hiring process?

SOMETHINGS YOU SHOULD NEGLECT TO

SAY DURING AN INTERVIEW
Following are some things to avoid stating in an
interview and recommendations for what to say
in their place:

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1. Criticism of a former employer or position.
2. "I'm not sure."
3. Conversations regarding income, perks, and
vacation.
Four. "It's on my resume."
5. Poor language usage.
Six. "I don't have any questions."
7. Finding out the business's mission.

HOW DO I MAKE A GOOD FIRST IMPRESSION

ON THE INTERVIEWER?
1. Be passionate.
Have a positive attitude and be enthusiastic when
talking about yourself and your career.
2. Sell yourself. …
3. Tell stories. …
4. Ask questions. …
5. Ask for the job.

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SOFT SKILLS TO SHOWCASE IN AN
INTERVIEW
1. Work ethic. Make sure to weave your thoughts
about how important the company’s mission and
vision are to you and explain why you’re willing
to go the extra mile to help the organization
succeed.
2. Positive attitude.
3. Communication skills.
4. Time management.
5. Self-confidence.

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Chapter 8

STRESS INTERVIEWS

Avoid letting a stressful interview increase your

already high level of job search anxiety.

Is there a significant difference between a

stress interview and a regular interview given
that job interviews are already rather stressful?

Yes, it is the solution. A stress interview is a

type of interview that businesses conduct to
determine how candidates react under pressure.

The purpose is to help the recruiting team

get a sense of how you'll react while handling a
variety of urgent assignments, dealing with tough
clients, or dealing with a problematic coworker or
manager. Will you sob? Are you going to leave

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the room? Will you get numb? Or are you going
to remain composed, find a solution, and act
politely?

Before you become overly anxious, let's discuss

what to anticipate during a stressful interview.

WHAT TO EXPECT DURING A STRESSFUL

INTERVIEW
There are several ways to conduct stressful
interviews, but you can be subjected to a barrage
of unsettling questions.

You could be questioned, for instance:

"Why were you fired?" What do you believe the
status of this interview is? Why did you submit a
resume for this position when you lack the
necessary experience? What other businesses are

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you meeting with for interviews? Do you believe I
do effective interviews?

Then you could be confronted with a few

brainteasers. These questions are intended to
baffle you or, perhaps, demonstrate your
problem-solving abilities; there is no one right
solution.

These inquiries, as an illustration, include:

In this space, how many Skittles could fit? How
would you pitch someone on this pen? If you
discovered a coworker stealing, how would you
respond?

The interviewer might even be simply

unpleasant. He is slouched behind the computer
screen as you enter the room and doesn't look up
to greet you. He could also advise you to try again
if he doesn't like your response. He can even
openly admit that you aren't the proper fit and

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tell you that you need to persuade him
differently.

HOW TO BE READY FOR AND HANDLE A

STRESSFUL INTERVIEW
Feeling anxious even if you haven't entered your
stress interview yet? Avoid panicking; it won't
help. Here are some quick strategies for getting
ready for a stressful interview and maintaining
your composure:

1. Research the company

Don't presume that you are into a stressful

interview. That will increase the already difficult
situation's level of worry.

Ask the company's recruiter or your point

of contact what kind of interview style you may

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anticipate to have a better idea of what to expect.
You might request some example questions as
well.

Additionally, the internet can provide some

guidance. To discover if previous applicants have
shared comments or example interview
questions, check for the interview area of
Glassdoor.

2. Keep in mind to breathe and take your

time

This is true for all interviews, but it's especially

true for stressful ones. Remember to take a
moment to breathe. It is simple to be sucked into
an interviewer who sets a quick pace.

Take a deep breath and ask the interviewer

to repeat the question if you need to gather your

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calm. This allows you some time to collect your
thoughts and consider your response.

You may also attempt to get some

information about the firm from the interviewer.
You may then reset and take a deep breath.

3. Exercise and request comments

What is the most effective technique to overcome

the worry that a stressful interview would
unavoidably bring? Practice!

Not sure, though, how to specifically

prepare for a stressful interview? Engage the
assistance of an interview coach if you're nervous
and underprepared.

You may practice a stress interview with an

interview coach (without the side-splitting
laughter you might get from your partner,

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parents, friends, etc.) and get objective feedback.
You'll be in a better position to succeed if you use
the session to build your confidence and practice
answering difficult questions.

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Chapter 9

THE ART OF PUBLIC INTERVIEWING

It is understated how difficult it is to moderate a

panel. People frequently pay attention to what
speakers say and form opinions of them based on
what they say.

However, moderators greatly influence

what the speakers say. Consider the TV ads for
candidates. Politicians are skilled at answering
questions about what they want to say rather
than what they are asked.

The moderator will quickly become

overwhelmed if they are not tough and
well-prepared. They won't be able to come up
with solid, sincere responses. However, they may
ensure that everything is set up to make it very

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impossible for the politician to resist responding
while still feeling sincere and helpful.

HOW CAN I ASK BETTER QUESTIONS IN

PUBLIC INTERVIEWS?

1. It's important to be well-prepared

"Research as much as you can on the interview

subjects online. Look at the textual and
audiovisual content in podcasts and articles.
Keep in mind the most often asked questions to
avoid asking them repeatedly and expecting
different responses. Note both the information
you would want to know and the questions that
would be most comfortable for them.

2. Divide your interview across many

subjects

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Every crucial question's precise wording should
be memorized for each of them. Make sure you
have appropriate follow-up inquiries prepared
for each of them. "For a typical 20-minute
interview, aim for anywhere between 2 and 4
themes with 3 to 5 questions per issue. frequently
omit a subject entirely in favor of spending more
time on the most fascinating one.

3. Start with the easy questions and

improvise

In response to what they are discussing, don't be

afraid to switch topics. They'll feel more at ease,
and a natural flow will develop. In addition to the
questions you prepared, don't be afraid to delve
into whatever the speaker unexpectedly
mentioned.

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4. You should see interviews as story arcs

Each person has a unique interviewing

technique. Try to earn someone's trust before
posing challenging queries. Either they'll grow
upset and refuse to respond, or they'll feel at ease
enough to respond, which will make the situation
extremely exciting for the audience. "When it
works, it's amazing."

After asking the challenging questions,

assuming the speaker didn't shut you down, they
will feel reassured when you ask the subsequent,
softer questions.

5. Find the solution immediately

As a moderator, pay attention to the first part of

the response; that's where the interesting

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information is. Consider the following question
as you approach the last section of the response.

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Chapter 10

INFORMAL INTERVIEW

We dig into the realm of informal interviews for

graduate employment, explaining what they are,
how to prepare for them, what to anticipate, and
how to succeed in them.

An informal interview, often referred to as

a conversational or casual talk interview, is a
non-formal employment interview that is
typically conducted over food or beverages in a
neutral location, such as a café. Even online
informal interviews are possible.

It is most likely an informal interview if you

are asked to "come in to have a casual chat about
the role/learn more about the role" or to "see
how the role could work for you." They are less
likely to be a part of a major company's official

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graduate recruiting process; when they are, they
are often done at the beginning or conclusion of
the process. For part-time work and entry-level
positions in smaller firms, they are most likely to
occur.

Is a casual interview a positive sign?

Yes. It indicates that a potential employer wants
to meet you. But it seems sensible to question
why the interview is categorized as "informal."
Since many firms want to emphasize their
laid-back workplace culture to potential workers,
informal interviews have become more and more
common in recent years. However, there are
other valid reasons for doing informal interviews,
such as:

1. To assist the employer in defining a job role

that they haven't fully settled on by evaluating
the talents that various applicants potentially
offer to the business. For example, the employer

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may be unclear about whether the function
should be targeted at a recent graduate or
someone with more experience.

2. Although there isn't a position open for you

right now, employers are impressed enough by
your speculative application to want to get to
know you in case one opens up.

3. Recruiters are unsure which of the many

available employment jobs you'd be most suited
for.

4. As a preliminary screening procedure,

determine whether it is worthwhile for you and
them to proceed with the application process.

5. After the hiring process, when businesses want

to be certain that qualified candidates are a
suitable "fit" for the business.

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WHAT SHOULD I EXPECT FROM AN
INFORMAL INTERVIEW?
The logistics come first. The venue of the
interview will frequently be a neutral site,
however, it might be held at an employer's office.
Although recruiters would likely pay for any food
or beverages, it never hurts to have some extra
cash.

You might be wondering what to dress for a

casual interview; in most cases, formal clothes
are not required. An item of elegant, spotless
clothing should work. If you're unsure, check out
the pictures of the office on the company's
website. If your employer mentions that they
admire employees who aren't afraid to make
decisions, for instance, this is a wonderful time to
share a recent wise choice you made.

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HOW CAN I GET READY FOR AN INFORMAL
INTERVIEW?
Almost just as you would for a traditional
graduate job interview — keep in mind that this
is still an interview and, despite its informal
atmosphere, is crucial to your ability to land a
position with your top company. Take the typical
measures to be ready for an interview, such as:

1. Double-check the day's specifics, such as the

time and location. Make sure you know the
precise address and name of the café if you're
intending to meet there (one area may have
numerous Starbucks, for instance). If the
interview is not taking place in the employer's
office, decide how you and the interviewer will
recognize one another.

2. Write a succinct "introduction to you" that

includes your primary abilities, what you hope to
gain from your job, what you can contribute, etc.

130
3. Ensure you've done your homework on the
employer; find out who its rivals are and whether
there have been any recent advances, accolades,
or corporate changes.

4. If there is a specific employment role available,

familiarize yourself with it as much as you can
before the interview so you can emphasize your
qualifications.

5. Since this is more of a chat than a formal

interview, prepare a few questions to ask your
interviewer. You might enquire about the
organization's future ambitions for the
subsequent six to twelve months as well as its
current major problems. Additionally, more
intimate questions might be asked informally
during interviews, such as "Why do you enjoy
working at your organization?"

131
6. Do some study on the company's culture and
be prepared to explain why you believe you
would be a wonderful fit for the firm as well as
vice versa.

7. Review some common interview questions and

practice your responses; you may even invite a
buddy to act as your interviewer.

8. In a casual interview, the subject of your

expected pay may come up; however, you should
wait for the interviewer to bring it up rather than
bring it up yourself.

9. Bring over a copy of your resume.

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WHAT DISTINGUISHES A "GRADUATE" JOB
INTERVIEW FROM A CASUAL OR INFORMAL
INTERVIEW?
Nothing in terms of the interview preparation
you ought to be doing. Although some people
may think that the idea of a casual interview
makes them feel more at ease, not everyone may
feel this way, especially those who prefer
structure and formality.

Be careful not to speak negatively about

prior employers or coworkers, just as you
wouldn't in a more formal interview
environment, despite the informality of the
setting.

As with every interview, you should follow

up after a casual interview by sending a
thank-you email. To make sure that the
interviewers will remember you, bring up

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anything that happened during the interview.
Reiterate how excited you are to play the part.

HINTS FOR IMPRESSING AT A CASUAL OR

INFORMAL INTERVIEW
1. Make sure you ask the interviewer questions
about their own career/experiences, what they
appreciate about the organization, and other
topics to keep them interested.

2. Display active listening skills by making eye

contact, grinning, and demonstrating in your
responses that you have paid close attention to
what the interviewer has stated.

3. Keep in mind that even an informal interview

is still an opportunity for you to make a fantastic
first impression. One of the toughest obstacles
will be incorporating your expertise and

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credentials into what seems like a light
conversation.

Informally conducted interviews may need

you to be more assertive so that you may leave
feeling certain that the recruiter has been
persuaded that your qualifications and
personality would be a good fit for their business.

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