Here are some behavioral responses to those questions: What do you do if you disagree with your boss? In my past role, there was a time when I disagreed with my manager's approach to a project. I asked to meet with them to discuss my concerns and provide an alternative solution with evidence to support it. We had a respectful discussion where we both provided input and ultimately found a compromise that worked better for the team and customers. What does it mean to be a team player? For me, being a team player means putting the success of the team above individual goals. It's about supporting my colleagues, respecting different viewpoints, taking on extra work when needed, and celebrating wins as a group. Past

1. Recruitment and SelectionLearning Objectives – Chapter 9InterviewingUnderstand the purposes and uses of employment interviewsUnderstand the multiple phases of the employment interview and the factors affecting employment interview decisionsAppreciate the selection errors associated with traditional approaches to employment interviewingUnderstand the elements of employment interview structuringUnderstand different structured interviewing techniques and their relative advantages and disadvantagesAppreciate the legal and predictive advantages of structured employment interviewing methods

2. Recruitment and SelectionLearning Objectives – Chapter 9InterviewingUnderstand the purposes and uses of employment interviewsUnderstand the multiple phases of the employment interview and the factors affecting employment interview decisionsAppreciate the selection errors associated with traditional approaches to employment interviewingUnderstand the elements of employment interview structuringUnderstand different structured interviewing techniques and their relative advantages and disadvantagesAppreciate the legal and predictive advantages of structured employment interviewing methods

3. Recruitment and SelectionLearning Objectives – Chapter 9 (cont’d)InterviewingBegin developing competence in the design of effective interview questions and scoring guidesAppreciate innovations and future directions in interview research and practiceAppreciate the role of employment interviews in the changing organizational environment

4. I/V GoalsInterview Goals:• Gather information.• Realistically describe position.• Provide fair treatment for allinterviewees.• Establish a record of the process

5. Preparing for the InterviewThe following should be considered:• Room lay-out.• Who will be present during theinterview.• Questions to be asked.• Expected timeframe for feedback tobe given to those interviewed.• Whether a second interview will beconducted.

6. Preparing for the I/V• Whether the candidates wouldbring a sample of their workwith them.• Is there any information aboutthe company which should be given to thecandidates at or prior to theinterview.

7. Conducting the Interview• Establish rapport – open with icebreakerremarks.• Set agenda/outline how interview willbe conducted.• Gather information.• Describe the job and the organization.• Answer questions and allow theapplicant to add information.• Conclude the interview.

8. Gathering the Information:• Remember, past behavior is a likelypredictor of future behavior.• Ask open-ended and probing questions.• Listen carefully.• Avoid leading questions or giving personalopinions.• Use words such as “why”, “how”, “what”,“describe”, or “tell me about”.

9. Gathering the Information:• Ask follow-up questions for more detail.• Try to maintain eye contact while takingnotes.• Jot down key words and phrases.• Record job-related evaluations andadditional information immediatelyfollowing the interview.

10. Closing the Interview:• Thank the candidate for his/her time and interest.• Indicate the next steps (e.g.second interview).• Advise when you anticipatethe decision will be made and how the candidate will be informed of the decision.

11. Evaluate Information:• Review the minimum qualifications, job description, and other items quoted in the advertisement for the position to determine who best matchesthe job.• Use only information that is jobrelated.

12. Recruitment and SelectionPurposes and Uses of InterviewsThe interview is used to collect information that has not been provided in the resume or application formInterviews are best suited to the assessment of noncognitive attributes such as interpersonal relations or social skills, initiative, conscientiousness, dependability, perseverance, teamwork, leadership skills, adaptability or flexibility and organizational citizenship behaviourInterviews are also used to sell the job to the applicantInterviews have been used in the termination of employees

13. Recruitment and SelectionInformation Processing and Decision Making in the InterviewInitial information on the applicantInitial impressions of the applicant’s qualificationsInterviewer’s conduct in the interviewApplicant’s performance in the interviewInterviewer’s processing of data from the interviewPost-interview phaseEvaluation of the applicant’s qualificationsThe interviewer’s final decision about the applicant

14. Recruitment and SelectionUnstructured InterviewsA traditional method of interviewing that involves no constraints on thequestions asked, no requirements for standardization and a subjective assessment of the candidate.In such interviews, the interviewer typically engages in a freewheeling conversation with the interviewee.

15. Recruitment and SelectionCommonly Used Interview QuestionsWhy did you leave your last job? (Why do you want to leave your current job?What do you consider to be your strengths? What are your weaknesses?What were your strongest subjects at school? What were your weakest subjects?How would other people describe you as an individual?What is your greatest accomplishment?

16. Recruitment and SelectionCommonly Used Interview Questions (cont’d)What were the most enjoyable aspects of your last job? What were the least enjoyable aspects?Why do you want this job? What are you looking for from this job (or from us)?Why should we hire you? What can you do for us?What are your long-range plans or goals? (Where do you plan to be five year from now?)Tell me about yourself.

17. Recruitment and SelectionImpression ManagementInstead of hiring the best candidate, the interviewer is likely to hire the most skillful interviewee.Attempts by applicants to create a favourable impression of themselves by monitoring interviewer reactions and responding accordingly.

18. Recruitment and SelectionStructured InterviewsAn interview consisting of a standardized set of job-relevant questions and a scoring guide.

19. Recruitment and SelectionSummary of ComponentsInterview questions are derived from a job analysis (they are job-related).Interview questions are standardized (all applicants are asked the same questions).Prompting, follow-up questioning, probing and/or elaboration on questions are limited.Interview questions focus on behaviours or work samples rather than opinions or self-evaluations.Interviewer access to ancillary information (e.g., resumes, letters of reference, test scores, transcripts) is controlled.

20. Recruitment and SelectionSummary of Components (cont’d)Questions from candidate are not allowed until after the interview.Each answer is rated during the interview using a rating scale tailored to the question (this is preferable to rating dimensions at the end of the interview and certainly preferable to making an overall rating or ranking at the end).Rating scales are “anchored” with behavioural examples to illustrate scale points (e.g., examples of a “1”, “3” or “5” answer.Total interview score is obtained by summing across scores for each of the questions.

21. Recruitment and SelectionPanel InterviewAn interview conducted by two or more interviewers together at one time.

22. Recruitment and SelectionSerial InterviewsA series of interviews where the applicant is interviewed separately by each of two or more interviewers.

23. Recruitment and SelectionSummaryPanel and serial interviews should reduce the impact of biases held by an individual interviewer because interviewers are accountable to each other and provide a check on each other to ensure irrelevant information does not enter the decision. Each interviewer contributes a different perspective that should increase accuracy and the aggregation of multiple judgments should cancel out random errors. The recall of information should also be better with multiple interviewers.The use of panel or serial interviews appears to be viewed favourably by courts and therefore, gives some measure of protection from discrimination suits. Interview panels can include representation from different gender or ethnic groups, thus contributing to perceptions of fairness.

24. Recruitment and SelectionStructured Employment Interview TechniquesSituational InterviewA highly structured interview in which hypothetical situations are described and applicants are asked what they would do. The interviewer then uses a scoring guide consisting of sample answers to each question to evaluate and score the applicant’s answers.

25. Recruitment and SelectionExample of a Situational Interview Question

26. Recruitment and SelectionStructured Employment Interview Techniques (cont’d)Comprehensive Structured InterviewA highly structured interview consisting of a combination of situational interview, job knowledge, job simulation and worker characteristic or willingness questions. The job knowledge questions assess the degree to which the applicant possesses relevant job knowledge

27. Recruitment and SelectionStructured Employment Interview Techniques (cont’d)Behaviour Description InterviewA structured interview in which the applicant is asked to describe what he or she did in given situations in the past. The interviewer is asked topredict the interviewee’s behaviours in a given job situation based onthe interviewee’s descriptions of his or her behaviours in similar situations in the past.

28. Recruitment and SelectionStructured Employment Interview Techniques (cont’d)ProbesFollow-up questions or prompts used by the interviewer to guide the applicant’s descriptions of situations or events or to provide elaboration of answers.

29. Recruitment and SelectionStructured Employment Interview Techniques (cont’d)NoteInterviewers require a fair degree of skill in order to conduct the BDI effectively.If the BDI is to be used, a thorough training program is highly recommended.

30. Recruitment and SelectionInterview Practice and the LawWhen interviews are standardized, applicants can be compared on the basis of the same criteria and the interviewer obtains a better picture of the merits of each applicant relative to other applicantsStandardized treatments of applicants is perceived as being fairer than nonstandardized treatment in today’s societyStructured interviews appear to have a strong impact on the organization’s ability to defend itself against litigationStructured interviews may have greater predictive validity, in part, because structuring an interview increases its reliability and accuracy in differentiating between applicant competencies on job-relevant dimensions

31. Recruitment and SelectionInterview Practice and the Law (cont’d)The use of a standardized, job-relevant scoring system for assessing and comparing candidates may also contribute to an effective defense against litigation. Courts have been concerned when there is evidence that applicants giving the same responses are treated differently on the basis of gender or race or any other grounds on which discrimination is forbiddenRather than evaluating behaviours, interviewers using such questions make subjective judgments with respect to each answer given

32. Recruitment and SelectionDesigning Interview Questions (cont’d)BDI questions are designed by examining each task or situation in order to identify the behavioural dimension underlying the situation (e.g., meeting deadlines). The dimensions are turned into BDI questions, which retain the essence rather than the details of the original situationProbes are developed by anticipating the kinds of responses that applicants from different backgrounds or with different levels of experience are likely to give to a BDI questionJob knowledge or job simulation questions can also be derived from critical incidents. The situations that lead to ineffective or effective behaviours can be simulated during the interview

33. Recruitment and SelectionInterviewer TrainingTraining interviewers to administer a structured interview is a considerably different endeavour than training them to avoid errors and biases or develop good listening skills. Although rapport building is an important skill, interviewers using structured interviews need to learn how to evaluate answers and use scoring guides, as well as how to take notes.The training should provide interviewers with decision rules to use in such circumstances. Interviewers using techniques that allow more discretion, such as the BDI, might require more extensive training than those using more standardized approaches such as the SI.

34. Recruitment and SelectionInterviewer Training (cont’d)When there is discretion, interviewers need to learn how to select questions or probes and when to probe. They need to learn how to useprobes effectively without giving away the ideal answer.Training that focuses on the evaluation and scoring of applicant answers has been found to contribute to higher interview reliability and validity.

35. Recruitment and SelectionSummaryAs job requirements change in response to the ever-changing workplace, organizations are beginning to shift the focus of selection from specific job skills to organizational fit, transferable skills and personality attributes. Structured employment interviews are well suited to assessing such attributes and will continue to play an important role in selection for the workplace of tomorrow. New approaches to interviewing involving the use of technology, such as videoconferencing and internet interviews are also being adopted by employers. However, considerable research remains to be done to determine the effects of such technology on interview validity, as well as on interviewer and applicant responses.

36. LETS PRACTICEMake these BehaviouralWhat do you do if you disagree with your boss?What does it mean to be a team player?How would you prioritize your work?What are your challenges?