Conducting Effective interview

Conducting Effective Interview
Ahmed Seraj

Objectives
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What is Interview
2
Interviews Types
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Conducting Effective Interview
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Interviewing Tips
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Question Samples
Topics

Objectives
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Helping in achieving the Organizational Goals.
Selecting and Hiring the Best Skilled Candidates that fit the Organization Requirements.

An interview is a face-to-face meeting between the candidate and the interviewer or a panel of interviewers.
The interview is intended to be an exchange of information, not an interrogation (إستجواب)
What is Interview

To allow the organization to assess the suitability of the candidate for the vacancy in question; and
To allow the candidate to assess the suitability of the vacancy and the organization for him/herself.
Interview Purpose

Structured Interview
Situational Interview
Behavioral Description Interview
Uses a set of standardized
questions that are asked of all applicants. Every applicant is asked the same basic questions, so that comparisons can be mademore easily.
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Interview in which
applicants give specific
examples of how they have performed or handled problems in the past.
A structured interview that is composed of questions about how applicants might handle specific job situations.
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Types of Interviews
Nondirective interview
Interview that uses general questions, from which other questions are developed.
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Stress interview
Panel interview
Interview in which several interviewers interview the candidate at the same time.
Interview designed to
create anxiety and put
pressure on an applicant
to see how the person
responds.

Selecting the time and place for the interview.
Sufficient time should be allocated so that neither the interviewer nor the interviewee feels rushed.
A private location is important, so that both parties can concentrate on the interview content
The interviewer should review the application form for completeness and accuracy before beginning the interview
If the interviewer does not control the interview, the applicant usually will.
Control includes knowing in advance what information must be collected, Systematically collecting it, and stopping when that information has been collected.
Having control of the interview does not mean doing extensive talking.
Planning the Interview
Controlling the Interview
Interviewing Basics

The seven steps in conducting an interview
Put the applicant at ease.
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Explain how the candidate and organization can benefit from an open interview.
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Explain areas that will be covered during interview.
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Ask questions that elicit answers to the dimensions in each area.
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Describe the job and the organization.
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Ask the candidate if he has any questions.
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Close the interview.
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What Should be Evaluated in an Interview
Communications
Personal / Motivational
Interpersonal
Decision Making
Knowledge / Skills
Management
Career Objective
Career History
Technical Proficiency
Technical Knowledge
Meeting a Standards
Process operation
Listening
Oral Communication
Oral Presentation
Written Communication
Job Motivation
Work Standards
Initiative
Tolerance for Stress
Sensitivity
Leadership
Tenacity
Persuasiveness
Integrity
Analysis
Judgement
Decisiveness
Planning and organizing
Delegation
Control
Development of his/her Team

Introduce yourself. Say what position you hold and how it is relevant to the position for which you are interviewing.
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Explain the format of the interview.
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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.
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Ask open-ended questions, keeping them short and specific.
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Offer the chance to ask questions and take notes.
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Press the interviewee for a specific answer if he/she appears to be avoiding a question.
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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.
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Do’s

Ask “Yes/No” questions.
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Take notes immediately after the candidate has made a slip up.
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Ask for information which is on the CV unless you need the candidate to expand on it.
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Make assumptions or guess answers.
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Criticize.
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Be aggressive; you will rarely see the best side of a candidate by being aggressive.
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Ask overtly complicated or gimmicky questions.
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Don’ts

Questioning Techniques
Poor Questions
Good Questions
Questions that investigate the past performance in order to predict the future performance.
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.”
Ask Open ended questions directed toward
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.
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.”
Questions that are not job related: All questions asked should be directly related to the job for which the interviewee has applied.
Obvious questions: An obvious question is one for which the interviewer already has the answer and the applicant knows it.
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Illegal questions: Questions that involve information such as race, age, gender, national origin, marital status, and number of children are illegal. They are
just as inappropriate in the interview as they are on the application form.
Example:
“What was your attendance record on your last job?” is a better question than, “Did you have good attendance on your last job?”

Inexperience of interviewers.
Asking discriminatory questions
Snap Judgments(الأحكام المفاجئة)
The Halo Effect
The Horns Effect
Stereotyping (القولبة)
Biases (التحيز)
Problems in the Interview

Ensure a clear job description has been defined and clear criteria set.
Ensure the interviewing staff have been trained or otherwise prepared.
Ensure that interviewers are aware of criteria being used.
Ensure all candidates are asked the same questions about matters that might create a problem, e.g. overtime or travel commitments.
Do not ask questions which are based on stereotyped assumptions.
Tips to Avoid Interview Problems

Interview Questions
General Questions
Questions about Motivation
Problem Solving
Working with Others
Integrity Indicators
Interview Questions
What is the most creative work related idea you have had?
Describe a difficult problem you faced and solved.
What approach to problem solving works best for you?
Tell me about a time when you were not honest.
How would you react if you were asked to do something unethical?
If you saw a coworker doing something dishonest, what would you do?
When did you last break a rule?
When I call your previous employer, what will they say about you?
What are your strengths and weaknesses?
Why did you leave your last job?
Why should we hire you?
What is most important to you in a job?
What questions do you have for me?
What have you done that shows initiative?
What career objectives have been met?
How do you measure success?
What rewards mean most to you?
What projects make you excited?
What kind of people do you like to work with?
Tell me about a conflict with a fellow worker–how was it resolved?
Describe your management style.
How do others see you?
What three words describe you?

THANK YOU!
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Conducting Effective interview

by Ahmed Serag

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