The document discusses different types of interviews, including informative, selection, and performance appraisal interviews. It covers planning interviews by defining objectives, analyzing interviewees, preparing topics, choosing structures, and considering questions. Conducting interviews includes opening, body, and closing phases. Performance appraisal interviews involve defining criteria, evaluating performance, and setting goals. Different appraisal styles like tell-and-sell, tell-and-listen, and problem-solving are outlined.

1. Interviewing
Chapter 6 and 7, ADLER M.Yaseen
#11 and #12 from KU’s
course outline

2. Layout
• Characteristics
• Types (briefly)
• Planning the interview
• Conducting the interview
• Types
– Informative
– Selection
– Performance appraisal

3. Characteristics
Face-to-face conversation
Purposeful
Structured
 Major phases
 Question and answer format
 Per-determined goal
Element of control
Bipolar
interviewee does most of the talking (70-30)

4. Types of interviews
• Information-seeking
• Information-giving
• Persuasive
• Selection
• Problem-solving
• Appraisal
• Correcting or counseling
• Exit
• Grievance

5. Planning the Interview
1. Define the objective
2. Analyze the other party
3. Prepare a list of topics
4. Choose the best interview structure
5. Consider possible questions
6. Arrange the setting

6. PLANNING THE INTERVIEW

7. Define the Objective
• General goal – specific objectives
– Example: surly manner of a desk clerk
• Reprimand or counsel or teach
– Example: to sell
• Single order or long-term relationship
– Example: grievance interview
• Acknowledge past concerns or make specific changes
• Interviewer’s objectives, interviewee’s objective
See page 158 for more examples

8. Analyze the Other Party
1. The other’s concept of self
– Interviewer – ego gratification, authority
– Interviewee – insecure, confident
1. The other’s knowledge level
– Affects questions you ask, answers you give
1. The other’s image of you
– Employee wants to discuss problem constructively = complain
– Knowledgeable applicant nervous, ill-prepared = un-informed
1. The other’s attitude – sources of info:
a. What people say (know career history, education)
b. What the person says (their past statements)
c. What you observe (dressing, formality, meetings, memos)

9. Prepare a List of Topics
Topics to cover in order to meet objective(s)
Example:
Objective
 To have interviewer view me as a bright, ambitious, articulate person who knows
about and can serve the company’s needs
List of topics
1. Discuss my short-term and long-term career goals
2. Answer all questions completely and in an organized way
3. Share my knowledge of company’s products and financial condition

10. Choose the Best Interview Structure
Highly scheduled interview
Standardized list of questions
Used in market research, opinion polls, and attitude surveys
Closed-ended questions, limited range of answers
Convenient
Less-skilled interviewer

11. Non-structured interview
Topical agenda without specific questions
Considerable flexibility
Conversation flows in most productive direction
If interviewer is unskilled
 Trouble keeping track of time
 Focus too much on one area, ignoring another
 Become pre-occupied planning upcoming questions
Difficult to objectively compare interviews

12. Moderately scheduled interview
Interviewer prepares list of topics to be covered
Lists several major questions and follow-up probes
Use or adapt as circumstances warrant

13. Consider Possible Questions
(By now you have purpose, agenda and format)
 Depth of qs.
 Open versus Closed qs.
 Depends on information req’d, skill of i-er/i-ee, time
 Factual versus Opinion qs.
 Primary and Secondary qs.
 S. = previous ans. is incomplete, superficial or vague, irrelevant, inaccurate (see pg
163)
 Direct and Indirect qs.
 willingness, ability… non-verbal behavior
 Hypothetical qs.
 beliefs and attitudes
 Leading and Loaded qs. (see page 166)

14. Arrange the Setting
Time
Place
Location
Physical arrangement
distance

15. CONDUCTING THE INTERVIEW

16. Opening
Greeting and building rapport
 Mutual friend or acquaintance
 Shared interests
 Job-related topic
 Current events
Orientation
 Verification of both parties’ names if necessary
 Reason for the interview
 What information is needed and how it will be used
 Approximate length of the interview
Motivation (to cooperate)
 Recognition
 Self-interest
 Altruism

17. Body
Responsibilities of the interviewer
Control and focus the conversation
Listen actively
Probe for important information
 Repeat, elaboration, clarification, paraphrasing
The interviewee’s role
Give clear detailed answers
Correct any misunderstandings (restating)
Cover your own agenda

18. Closing
Review and clarify
Declaratively
A question
Establish future actions
Conclude with pleasantries page 145
Express appreciation
Express concern
Mention future interaction

19. Information Gathering Interview

20. Types of Information Gathering I.
Journalistic
Survey
Establish a solid base of info
Draw conclusions,
Make interpretations
Decide future course of action
Diagnostic
Understand and treat a problem
Research

21. Planning & Conducting Research I.
Collect background information
Pre-interview research, understand topic better
Define interview goals and questions
Purpose
Topics page 149
Choose the right interviewee

22. Selection Interview

23. Employment strategies
Newspaper opening
Any shortcomings become welcome ground for rejection
Identifying and contacting person who hires, before an
opening exists
Background research
 List of organizations and names
Three-R interviews
 Research
 Remembered
 Referrals
Resume

24. Tips for the interviewee
 Look good and behave well  Be honest
 Know the organization and  Keep your answers brief
the job  Find common ground
 Respond to the employer’s  Have your own questions
needs answered
 Prepare for important  Follow the interview with a
questions letter
 Educational background  Common courtesy
 Work experience  Reminds interviewer of you
 Career goals  Facts you may have omitted
 Personal traits  Correct misunderstandings
 Knowledge of organization and  Remind of promises made
job

25. The Performance Appraisal I.

26. Definition and Importance
 Functions
 To let the employee know where he stands
 To set goals for the future
 To improve the communication climate and employee morale
 To learn the employee’s point of view
 Official nature – part of company policy
 Systematic way of looking at employee’s development
 Allows setting of specific goals and measure their achievement
 Gives a picture of employee’s effectiveness

27. Formats and Procedures
The Appraisal process
Evaluation form – list of characteristics important to the job
Self-rating form
Appraisal interview – discuss and modify
Final report – part of employee’s records
Basis of evaluation
Trait approach
Behavioral approach
 Management By Objectives MBO

28. Steps in the Appraisal Interview
 Define criteria by which employee will be evaluated
 Had been established at the previous appraisal session
 Therefore, already clear. Restate them
 Evaluate performance
How well employee has satisfied criteria
 Easiest to judge if goals are measurable
 Some goals are subjective – require judgment
 Should deal with no more than three areas that need work
 Evaluative nature raises the odds of a defensive response
Set goals
 Areas of performance that are important
 Few important aspects of the job
 Describe specifically
 Give deadline
 Provide some challenge

29. Styles of Appraisal Interviewing
Tell and Sell
Manager believes his evaluation is correct
Passes assessment on to subordinate
Drawback:
 Unfair
 Unproductive
Use when employee
 Is inexperienced
 Has lower status
 Is loyal to organization, identifies strongly with manager
 Appreciates direction, is not willing to evaluate himself

30. Tell and Listen
Manager describes assessment, listens to employee’s view,
identifies future goals
Still persuasive – manager listens but may not change his idea
Listen and Tell
Subordinate begins session
 Makes his contribution more than just a defensive reaction
 Allows manager to adjust his evaluation

31. Problem-solving
Employee has greater involvement
Manager and employee together define areas of concern
Develop appropriate solutions
Built on the idea of mutual interest
No-lose problem solving