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Types of Interviews


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Types of interviews including panel interviews, behavioral interviews, and stress interviews.

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Types of Interviews

  1. 1. B I A N C A M E E R D A N H E N R I C H G E O R G E R I Z Z U T O M A T T B R A Y M I C H A E L C E R A F I C E M E L I S S A W O O L F R E Y Interviews
  2. 2. Interview Introduction Have you ever felt this way about a new employee? The person I interviewed isn’t the person I hired.
  3. 3. Panel Interview
  4. 4. Panel Interview  Multi-interview hiring process used to:  Increase the accuracy of assessing candidate as a match  Gain multiple perspectives from the same dialogue  Saves time by needing only one meeting  Gauge candidate’s reaction during possible rapid fire questioning  Learn about candidates overall communication style  Simulate interaction with the team with whom you may work  Is hiring this person a smart risk? Any red flags?
  5. 5. Panel Member’s Roles ● LEADER o Breaks the ice with introductions o Explain how interview will be conducted and sets the stage o Manage the duration, usually 45 to 90 minutes o Keep conversation on track ● OTHER MEMBERS o Review the performance-based job description ahead of time o Ensure that the discussion is interactive and dynamic o Arrive with an open mind to avoid bias questioning o Complete formalized scoring sheet
  6. 6. The Process  One individual asks a question and remaining group observes o Predetermined set of questions o Probe below the surface of the initial answer  Different listening styles could lead to repeat questions  Pose questions that otherwise may not be asked in a one on 0ne  Attempting to correlate candidates past experiences and accomplishments with the goal of the position
  7. 7. Mayo Clinic Example ● SHARE Technique  Situation analysis  Hindrances (challenges) encountered in previous jobs  Actions taken in such challenges  Results orientation  Evaluate lessons learned
  8. 8. Pros Cons  Provides more accurate assessment of candidate’s compatibility for the position  Minimizes personality biases  Saves the organization time  Employers and co-workers can take note of candidate’s interaction with others  It maybe intimidating for the candidate  Interviewers could interpret responses in different ways  Decision-making could be difficult due to objective nature  Mood and environment could create an adverse experience Pros & Cons
  9. 9. Rating Scorecard  Recall salient points in real time  Prevent litigation by documenting an objective hiring process  Reduces risk of disgruntled applicant  Attributes measuring the right criteria weighting to enable hiring for strengths instead of lack of weakness  Assign number, higher is important, and multiply that weight with raw score get final weighted scores
  10. 10. Rating Scorecard
  11. 11. Rating Scorecard
  12. 12. Rating Scorecard  Appearance  Poise  Interpersonal Skills  Commitment  Communication  Disqualifiers
  13. 13. Not a One Way Street  Allow for questions from candidate  Be prepared for candidate to ask more details and share knowledge and skills that otherwise may not come up on other formats  Candidate questions reveal interest in the job through engagement  Chance to portray positive impression of the firm
  14. 14. Recommendations for Use  Would we implement panel interviews at our companies?  George already utilizes this interview style at St. Christopher’s Hospital for Children.  Bianca would implement this style at Shire Pharmaceuticals for the following reasons:  Time saver  Provides a more accurate assessment of the candidate and whether or not they are a fit for the position  More organized way to conduct an interview  Makes it easier for the interviewers to come to a decision
  15. 15. Behavioral Interview
  16. 16. What is Behavioral Interviewing?  Structured interview method  Seeks to predict future behavior by past behavior  Traditional vs. Behavioral seeks to answer  “Can they do the job?”  “Will they do the job?”
  17. 17. Elements of the Behavioral Interview ● Based on critical incident job analysis ● Standard questions based on job analysis ● Discretionary questions regarding details of answers ● Notes taken during responses, which are reviewed and rated directly following interview ● Ratings combined for total score (Motowidlo et al., 1992)
  18. 18. Common Format of Behavioral Questions  Tell me about a time when…  You had to use your presentation skills to influence someone's opinion  You anticipated potential problems and developed preventative measures  Describe a time when…  You anticipated potential problems and developed preventive measures  You were faced with a stressful situation that demonstrated your coping skills  Give me an example of a time when…  You motivated others  Something you tried to accomplish and failed  Tell me how you approached a situation where...  You had too many things to do and you were required to prioritize your tasks  You used your fact-finding skills to solve a problem
  19. 19. Specific Behavioral Interview Questions ● Describe a time when you were required to prepare a forecast tool and/or report? What was your approach? What factors did you consider? What sources of information did you use? ● Discuss a forecast methodology that you have used for an organization to guide the future direction of the program. How was it effective? ● Describe a time you had to implement a forecasting tool and/or communicate a forecasting report you developed. What feedback did you get? How did you address the feedback? (National Institutes of Health GS-560 Budget Analysis Behavioral Interview Guide)
  20. 20. Pros Cons  Standardizes candidate review process  Should be customized to position  Demonstrated validity greater than traditional interview methods (Motowidlo et al.), (Moscoso and Salgado, 2001)  Ensures all applicants are treated the same  No indication of gender, race or experience bias (Motowidlo et al.) (Chorawicka, 2009)  Creates “talent-repelling power relationship” (Ryan, 2014)  Common questions result in canned answers  Questions have to be carefully crafted to the position— general questions may result in irrelevant answers  Structure can limit interviewer’s discretionary actions Pros & Cons
  21. 21. Recommendations for Use  Would I use this method at Reed Tech while interviewing candidates for a Marketing/Business Development Role?  Yes, but not exclusively. Use in conjunction with other assessments, multiples interviews, one of multiple interviewers, etc.
  22. 22. Stress Interview
  23. 23. What is a Stress Interview?  An interview that sees how well a candidate performs under pressure  Very rare type of interview  May be a whole interview or just one question
  24. 24. How is it Administered?  Interviewer goals  Candidates do not know before interview  Designed to test potential employees
  25. 25. How is it Administered?  May start like a regular interview  Interviewer asks odd or unusual questions  Interviewer may behave differently in an unexpected manner
  26. 26. Examples of Stress Questions  Stress interviews  Odd questions  Doubting integrity  Showing contempt  Throwing you off balance  Hostile body language  Quick fire question  Having the candidate ask questions
  27. 27. Stress Interview Tactics  Individual interviewer tactics  Speed of questions  Body language  Attitude  Group interview tactics  Series of questions  Big panel  Enter and leave
  28. 28. Administering Stress Interview Tactics  Aggressive questioning  Unexpected behaviors  Brainteasers/puzzles  Case questions  Arguing with candidate  Constant interruptions
  29. 29. Results Usage  Determine ability to handle situations  Busy environments  Difficult situations  Gain truth about background  Why they left previous job  What capabilities they really posses  Thought process  Tactical skills  Ability to reason
  30. 30. Result Usage  Case Interviews  Analytical skills  Quantitative skills  Logic of knowledge and concepts  Ability to prioritize  Ability to communicate
  31. 31. Pros Cons  Brings out the “real” candidate  Shows how a person handles pressure  Adaptability to different situations  Offend candidates  Candidate loses cool  Candidate gets emotionally intimidated  Interview does truly represent work  Candidate is not themselves  Candidate is not prepared  Interview doesn’t represent culture Pros & Cons
  32. 32. Recommendations for Use  Would I use this method at PepsiCo while interviewing a campus hire for a Sales Role?  Yes, A lot of the work we do is fast paced and independent, and we have had employees who were not able to handle the pressure.
  33. 33. The Internship Interview
  34. 34. Questions ?
  35. 35. References Adler, L. (2014, May 16). How to conduct panel interviews and why they’re better than the one-on-one. Retrieved 30 October 2014 from and-why-theyre-better-than-the-1-on-1/. Cannywf1. (2009, October 20). Good Will Hunting - Funny Job Interview (Ben Affleck) [Video file]. Retrieved from Choragwicka, B. (2009). Effects of interviewee's job experience and gender on ratings and reliability in a behavioral interview. Journal of Work and Organization Psychology, (25)1, 39-45. Retrieved from Doyle, A. What is a stress interview? (n.d.). Retrieved 31 October 2014 from od/jobsearchglossary/g/stress-interview.htm. Kokemuller, Neil. (n.d.). The risks of interview panels. Retrieved 3 November 2014 from http:// Leandro Manson Silva. Silly Job Interview - Monty Python [Video file]. Retrieved from https:// Monster. (2009, December 13) Apollo 13 - Getting Home [Video file]. Retrieved from https:// Moscoso, S., & Salgado, J.F. (2001). Psychometric properties of a structured behavioral interview to hire private security personnel. Journal of Business and Psychology (16)1, 51-9. Retrieved from
  36. 36. References Continued Motowidlo, S.J., Carter, G.W., Dunnette, M.D., Tippins, N., Werner, S., Burnett, J.R., & Vaughan, M.J. (1992). Studies of the Structured Behavioral Interview. Journal of Applied Psychology, (77)5, 571-87. Retrieved from pdfviewer?sid=c88b70a0-baa7-4229-948f- f66fb98054e2%40sessionmgr4001&vid=1&hid=4212. National Institutes of Health. (2014). National Institutes of Health GS-560 budget analysis behavioral interview guide. Retrieved 13 November 2014 from employment/interview/occupation/560-interview.doc. Ryan, L. (2014, March 4). The trouble with behavioral interviewing. Retrieved 3 November 2014 from Skillings, P. (2014, March 20). The complete guide to panel interviews. Retrieved 1 November 2014 from Stress interview: Questions and answers on how do you handle stress? Retrieved 30 October 2014 from Stress interviews. (n.d.). Retrieved 1 November 2014 from interviews.aspx. The Internship. (2013, May 9) The Internship: The Big Interview [Video file]. Retrieved from https://