Lesson 6-Interviewing in SHRM_updated.pdf

Lesson 6-Interviewing in SHRM_updated.pdf

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  Interviewing candidates Md. MishkatulKabir Lecturer, Dept. of THM, DIU
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  Appraisal Interviews ExitInterviews Selection Interviews Basic Types of Interviews Used for selecting and recruitment purposes Used for appraising an employee and providing incentives Used for feedback purpose. Conducted when an employee leaves.
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  Selection Interviews selection interviewis a procedure designed to predict future job performance based on applicants’ oral responses to oral inquiries There are several ways to conduct selection interviews. For example, we can classify selection interviews according to: 1. How structured they are 2. Their “content”—the types of questions they contain 3. How the firm administers the interviews (for instance, one-on-one or via a committee)
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  Unstructured (or nondirective) interview Anunstructured conversational-style interview in which the interviewer pursues points of interest as they come up in response to questions Structured (or directive) interview An interview following a set sequence of questions.
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  Structured Vs. UnstructuredInterviews • In unstructured (or nondirective) interviews, the manager follows no set format. A few questions might be specified in advance, but they’re usually not, and there is seldom a formal guide for scoring “right” or “wrong” answers. Typical questions here might include, for instance, “Tell me about yourself,” “Why do you think you’d do a good job here?” and “What would you say are your main strengths and weaknesses?” Some describe this type of interview as little more than a general conversation • Structured interviews are generally best. In such interviews, all interviewers generally ask all applicants the same questions. Partly because of this, these interviews tend to be more consistent, reliable, and valid. Having a standardized list of questions can also help less talented interviewers conduct better interviews. • However, blindly following a structured format may not provide enough opportunity to pursue points of interest. The interviewer should always have an opportunity to ask follow-up questions and pursue points of interest as they develop.
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  Interview Content (WhatTypes of Questions to Ask) situational interview A series of job-related questions that focus on how the candidate would behave in a given situation. behavioral interview A series of job-related questions that focus on how the candidate reacted to actual situations in the past. job-related interview A series of job-related questions that focus on relevant past job-related behaviors. For example, ask a supervisory candidate how he or she would act in response to a subordinate coming to work late 3 days in a row “Can you think of a time when you had a conflict within your team? What did you do?” “Which courses did you like best in business school?” Example: Finance/HRM/Marketing etc.
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  S T AR Situation Task Actions Result STAR Method of interviewing
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  When Citizen’s BankingCorporation in Flint, Michigan, found that 31 of the 50 people in its call center quit in one year, the center’s head switched to behavioral interviews. Many who left did so because they didn’t enjoy irate questions from clients. So she no longer tries to predict how candidates will act based on asking them if they want to work with angry clients. Instead, she asks behavioral questions like, “Tell me about a time you were speaking with an irate person, and how you turned the situation around.” This makes it harder to fool the interviewer; only four people left in the following year Case: Successful use of Behavioral Questions
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  stress interview An interviewin which the applicant is made uncomfortable by a series of often rude questions. This technique helps identify hypersensitive applicants and those with low or high stress tolerance. Puzzle questions are popular. Recruiters see how candidates think under pressure. For example, an interviewer at Microsoft asked a tech service applicant this: “Mike and Todd have $21 between them. Mike has $20 more than Todd does. How much money has Mike, and how much money has Todd?”
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  How Should WeConduct the Interview? Unstructured sequential interview An interview in which each interviewer forms an independent opinion after asking different questions. Structured sequential interview An interview in which the applicant is interviewed sequentially by several persons; each rates the applicant on a standard form. Panel interview An interview in which a group of interviewers questions the applicant Mass interview A panel interviews several candidates simultaneously. Other methods: Phone interview, Computer-based Job interviews, Web-based video interviews
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  Avoiding errors thatcan undermine an interview’s Usefulness  First impressions (snap judgments)  Not clarifying what the job involves and requires  Candidate-order error and pressure to hire  Nonverbal behavior and impression management  The effects of interviewees’ personal characteristics (attractiveness, gender, race)  The interviewer’s inadvertent behaviors (smiling, nodding, eye-contact) candidate-order (or contrast) error An error of judgment on the part of the interviewer due to interviewing one or more very good or very bad candidates just before the interview in question.
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  How to Designand Conduct an effective Interview structured situational interview A series of job-relevant questions with predetermined answers that interviewers ask of all applicants for the job. The basic idea is to (1) write situational (what would you do), behavioral (what did you do), or job knowledge questions, and (2) have job experts (like those supervising the job) also write several answers for each of these questions, rating the answers from good to poor. The people who interview the applicants then use rating sheets anchored with these examples of good or bad answers to rate the interviewees’ answers
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  step 1. Analyzethe job. Write a job description with a list of job duties; required knowledge, skills, and abilities; and other worker qualifications. step 2. Rate the job’s main duties. Rate each job duty, say from 1 to 5, based on how important it is to doing the job. step 3. Create interview questions. Create situational, behavioral, and job knowledge interview questions for each of the job duties, with more questions for the important duties. The people who create the questions usually write them as critical incidents. For example, to probe for conscientiousness, the interviewer might ask this situational question: Your spouse and two teenage children are sick in bed with colds. There are no relatives or friends available to look in on them. Your shift starts in 3 hours. What would you do? Designing a Structured Situational Interview
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  step 4. Createbenchmark answers. Next, for each question, develop ideal (benchmark) answers for good (a 5 rating), marginal (a 3 rating), and poor (a 1 rating) answers. Three benchmark answers (from low to high) for the example question above might be, “I’d stay home—my spouse and family come first” (1); “I’d phone my supervisor and explain my situation” (3); and “Since they only have colds, I’d come to work” (5). step 5. Appoint the interview panel and conduct interviews. Employers generally conduct structured situational interviews using a panel, rather than one-on-one. The panel usually consists of three to six members, preferably the same ones who wrote the questions and answers. It may also include the job’s supervisor and/or incumbent, and a human resources representative. The same panel interviews all candidates for the job Designing a Structured Situational Interview