The interview process


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A descriptive view of the interview process

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The interview process

  1. 1. The Interview Process As an HR component
  2. 2. Definition • A conversation in which one person (the interviewer) elicits information from another person (the subject or interviewee). A transcript or account of such a conversation is also called an interview. In HR perspective:- • A somewhat formal discussion between a hirer and an applicant or candidate, typically in person, in which information is exchanged, with the intention of establishing the applicant’s suitability for a position.
  3. 3. Purpose of an Interview • The interview is the most critical component of the entire selection process. It serves as the primary means to collect additional information on an applicant. It serves as the basis in assessing an applicant's job-related knowledge, skills, and abilities. It is designed to decide if an individual should be interviewed further, hired, or eliminated from consideration. • An agency uses the interview not only to select new employees and determine a fit, but also to sell the agency and themselves to applicants and to create favourable
  4. 4. Purpose of Interview An effective interview is one that is carefully planned and well-conducted and provides the opportunity to: • Observe an applicant's attributes that will affect job performance, i.e. ability to communicate; ability to reason and understand; temperament, personality and character; etc. • Obtain additional information on the applicant's education, work experience, job-related interests, and other information that can fill in the gaps on the resume or application form. • Identify the extent of the applicant's knowledge, skills, and other competencies by inquiring about past performance and achievements. • Compare an applicant's strengths and weaknesses with those of other applicants. • Describe the job, what the agency expects of employees, and
  5. 5. Planning of an Interview • Style:- 1. Situational: The situational interview determines how the applicant responds to real work situations that can be measured through hypothetical, role play, or actual problem solving situations. 2. Personality Profile: The personality profile evaluates traits important to the success of the individual in the position.
  6. 6. Planning of an Interview 3. Stress Interview: Stress interviews measure applicants' abilities in dealing with highly stressful situations. 4. Behavioural Interview: The behavioural interview bases questions on past performance, assuming that individuals will do at least as well in a new position as in previous positions.
  7. 7. Planning of an Interview • Structure:- 1. Structured: Structured interviewing involves approaching the interview with a pre-planned agenda. The interviewer knows ahead of time what s/he will ask and tries to stick to it. Some interviewers will ask the questions in order, and others will take a more relaxed approach but still address all of the pre-planned questions.
  8. 8. The Interview Process 2. Unstructured: Here the interviewer does not have a prepared agenda and allows the applicant to set the pace of the interview. This style of interviewing does not always provide the necessary information on which to base a selection decision. 3. Semi-Structured: A semi-structured interview will work best for most types of positions. An interview guide or list of questions in a certain order is developed and used during the interview. The guide, however,
  9. 9. The Interview Process • Time Allotment:- There is no specific time allotment magic mantra. The crux is that there should be enough time to discuss all the parameters of the interview. But, the interview should not be so long that irrelevant information.
  10. 10. The Interview Process • The Environment:- 1. Privacy: Applicants need to be assured that their interview is private. 2. Distractions: Distractions of any sort interrupt the applicant's and interviewer’s concentration and waste valuable time.
  11. 11. The Interview Process • Format:- 1.Greeting/Small Talk: This step is to build rapport and put the applicant at ease to enhance the free exchange of information. Greet the applicant by name and with a firm handshake, introduce yourself, and engage in a bit of small talk on a noncontroversial topic - the weather, parking, etc. 2. Orientation: Briefly describe for the applicant how the interview will proceed: questions from the interviewer, information on the position and the agency, and
  12. 12. The Interview Process 3.Work Experience and Education: Since past performance is the best predictor of future performance, ask for concrete examples of past successes and challenges. If the applicant has little or no work experience, focus on any positions held. Education includes not only high school or college, but specialized or related training as well. 4. Outside Activities/Interests: This is optional and should focus on skills or traits that are job related and would contribute to successful job performance. Caution should be
  13. 13. The Interview Process 5. Summary of Strengths/Weaknesses: Ask the applicant to identify strengths and weaknesses as they relate to past employment experiences, how strengths would be applied on the job, and how weaknesses have affected past work performance and what is being done to improve. 6. Selling the Position & Organization: It is time to tell the applicant about the position and the agency. Begin the transition into this part of the interview by asking what the applicant knows about the position and the organization. Present the position and the agency positively. Describe the duties and
  14. 14. The Interview Process 8. Close of Interview: Explain the next step in the selection process. Arrange for subsequent interviews, if necessary. Express appreciation for the opportunity to meet and learn about the applicant. Give them some idea as to when a selection decision will be made. Be careful not to make any oral commitments or recommendations about the applicant's employment prospects. 9. Document the Interview: Take notes during the interview, recording key job-related points without interrupting the flow of
  15. 15. What can be asked in an Interview ??? • About ability to perform specific job functions with or without reasonable accommodation. • About qualifications and skills, i.e. education, experience, certifications, etc. • To describe or demonstrate how they would perform job tasks with or without reasonable accommodation. • Questions about current legal- illegal matters.
  16. 16. What not to ask in an Interview ??? • Direct or indirect questions relating to race, religion, colour, sex, national origin, age, political opinion or disabilities. • Questions relating to illnesses, diseases, hospitalizations, physical defects, prescribed drugs, drug addiction or alcoholism, workers compensation history. • Conviction records, unless job related. • Garnishment records, credit or finance information. • Personal topics (date of birth, marital status, physical characteristics, number and ages of dependents, child care issues, contraceptive practices, family plans,
  17. 17. Role of Perception in Interview • First impression The first impression is made based on how a person looks and acts compared to how we think they should look and act to work in the position or the organization. First impressions are made within a few seconds and without us even knowing we are forming a first impression. Therefore, it is the most common and probably the most damaging influence with respect to interviewing. • Statements The statements, even if they are job-related, should not affect judgement about the applicant's suitability for the position. The statements should be weighed in relation
  18. 18. Questioning Techniques Several questioning techniques are used:- 1. Open-ended(neutral) questions 2. Probing questions 3. Rephrasing and Paraphrasing 4. Summarizing 5. Close ended questions.
  19. 19. Interview Evaluations When evaluating an applicant's responses to interview questions, it is to be kept in mind that evaluation means finding past examples and present demonstration of abilities in order to predict future performance. • Evaluate the applicant's responses against the requirements of the job. • Cite specific evidence to support ratings or evaluations. • Be as objective as possible when assessing an applicant's strengths and weaknesses.
  20. 20. Interview Evaluations • Avoid the most common biases: – Personal biases or stereotypes - based on how we think people of a given age, race, affiliations, etc. should appear, think, feel, act, and respond. – "Halo" effect - the interviewer tends to credit an applicant with too many positive attributes based on one strong point on which the interviewer places high value and underestimates the negative characteristics. – "Person like me" effect - the interviewer perceives traits similar to their own as desirable. This may overshadow the negative aspects of the interview.