3. Objectives<br />1<br />2<br />Helping in achieving the Organizational Goals.<br />Selecting and Hiring the Best Skilled Candidates that fit the Organization Requirements.<br />
4. An interview is a face-to-face meeting between the candidate and the interviewer or a panel of interviewers. <br />The interview is intended to be an exchange of information, not an interrogation (إستجواب)<br />What is Interview<br />
5. To allow the organization to assess the suitability of the candidate for the vacancy in question; and<br />To allow the candidate to assess the suitability of the vacancy and the organization for him/herself.<br />Interview Purpose<br />
6. Structured Interview<br />Situational Interview<br />Behavioral Description Interview<br />Uses a set of standardized<br />questions that are asked of all applicants. Every applicant is asked the same basic questions, so that comparisons can be mademore easily.<br />3<br />Interview in which<br />applicants give specific<br />examples of how they have performed or handled problems in the past.<br />A structured interview that is composed of questions about how applicants might handle specific job situations.<br />1<br />2<br />Types of Interviews<br />Nondirective interview<br />Interview that uses general questions, from which other questions are developed.<br />6<br />4<br />5<br />Stress interview<br />Panel interview<br />Interview in which several interviewers interview the candidate at the same time.<br />Interview designed to<br />create anxiety and put<br />pressure on an applicant<br />to see how the person<br />responds.<br />
7. <ul><li>Selecting the time and place for the interview.
8. Sufficient time should be allocated so that neither the interviewer nor the interviewee feels rushed.
9. A private location is important, so that both parties can concentrate on the interview content
10. The interviewer should review the application form for completeness and accuracy before beginning the interview</li></ul>If the interviewer does not control the interview, the applicant usually will.<br />Control includes knowing in advance what information must be collected, Systematically collecting it, and stopping when that information has been collected.<br />Having control of the interview does not mean doing extensive talking.<br />Planning the Interview<br />Controlling the Interview<br />Interviewing Basics<br />
11. The seven steps in conducting an interview<br />Put the applicant at ease.<br />1<br />Explain how the candidate and organization can benefit from an open interview.<br />2<br />Explain areas that will be covered during interview.<br />3<br />Ask questions that elicit answers to the dimensions in each area.<br />4<br />Describe the job and the organization.<br />5<br />Ask the candidate if he has any questions.<br />6<br />Close the interview.<br />7<br />
12. What Should be Evaluated in an Interview<br />Communications<br />Personal / Motivational<br />Interpersonal<br />Decision Making<br />Knowledge / Skills<br />Management<br /><ul><li>Career Objective
13. Career History
14. Technical Proficiency
15. Technical Knowledge
16. Meeting a Standards
17. Process operation
19. Oral Communication
20. Oral Presentation
21. Written Communication
22. Job Motivation
23. Work Standards
25. Tolerance for Stress
34. Planning and organizing
37. Development of his/her Team</li></li></ul><li>Introduce yourself. Say what position you hold and how it is relevant to the position for which you are interviewing.<br />1<br />Explain the format of the interview.<br />2<br />Listen. Listen to what the candidate is not saying as well as to what he/she is saying. Encourage the candidate by your body language: look interested, nod, etc.<br />3<br />Ask open-ended questions, keeping them short and specific.<br />4<br />Offer the chance to ask questions and take notes.<br />5<br />Press the interviewee for a specific answer if he/she appears to be avoiding a question.<br />6<br />Pause. If there is a gap after an answer, don’t rush to fill it. If you remain silent the candidate will often go on to offer further information which may not otherwise come to light.<br />7<br />Do’s<br />
38. Ask “Yes/No” questions.<br />1<br />Take notes immediately after the candidate has made a slip up.<br />2<br />Ask for information which is on the CV unless you need the candidate to expand on it.<br />3<br />Make assumptions or guess answers.<br />4<br />Criticize.<br />5<br />Be aggressive; you will rarely see the best side of a candidate by being aggressive.<br />6<br />Ask overtly complicated or gimmicky questions.<br />7<br />Don’ts<br />
39. Questioning Techniques<br />Poor Questions<br />Good Questions<br />Questions that investigate the past performance in order to predict the future performance.<br />Questions that rarely produce a true answer: An example is, “How did you get along with your coworkers?” This question is almost inevitably going to be answered, “Just fine.”<br />Ask Open ended questions directed toward<br />a particular goal. An open-ended questions is one that cannot be answered yes or no. Who, what, when, why, tell me, how, and which are all good ways to begin questions that will produce longer and more informative answers.<br />Leading questions: A leading question is one to which the answer is obvious from the way that the question is asked. For example, “You do like to talk to people, don’t you?” Answer: “Of course.”<br />Questions that are not job related: All questions asked should be directly related to the job for which the interviewee has applied.<br />Obvious questions: An obvious question is one for which the interviewer already has the answer and the applicant knows it.<br />1<br />2<br />1<br />2<br />4<br />5<br />3<br />Illegal questions: Questions that involve information such as race, age, gender, national origin, marital status, and number of children are illegal. They are<br />just as inappropriate in the interview as they are on the application form.<br />Example:<br />“What was your attendance record on your last job?” is a better question than, “Did you have good attendance on your last job?”<br />
43. Biases (التحيز)</li></ul>Problems in the Interview<br />
44. Ensure a clear job description has been defined and clear criteria set.<br />Ensure the interviewing staff have been trained or otherwise prepared.<br />Ensure that interviewers are aware of criteria being used.<br />Ensure all candidates are asked the same questions about matters that might create a problem, e.g. overtime or travel commitments.<br />Do not ask questions which are based on stereotyped assumptions. <br />Tips to Avoid Interview Problems<br />
45. Interview Questions<br />General Questions<br />Questions about Motivation<br />Problem Solving<br />Working with Others<br />Integrity Indicators<br />Interview Questions<br /><ul><li>What is the most creative work related idea you have had?
46. Describe a difficult problem you faced and solved.
47. What approach to problem solving works best for you?
48. Tell me about a time when you were not honest.
49. How would you react if you were asked to do something unethical?
50. If you saw a coworker doing something dishonest, what would you do?
51. When did you last break a rule?
52. When I call your previous employer, what will they say about you?
53. What are your strengths and weaknesses?
54. Why did you leave your last job?
55. Why should we hire you?
56. What is most important to you in a job?
57. What questions do you have for me?
58. What have you done that shows initiative?
59. What career objectives have been met?
60. How do you measure success?
61. What rewards mean most to you?
62. What projects make you excited?
63. What kind of people do you like to work with?
64. Tell me about a conflict with a fellow worker–how was it resolved?
65. Describe your management style.
66. How do others see you?
67. What three words describe you?</li></li></ul><li>THANK YOU!<br />Your Logo<br />