To make interviews useful, organizations should use structured situational interviews with carefully selected traits, avoid common interviewing errors, and have interviewers focus on substantive answers rather than appearance. Multinational organizations prefer personal interviews that are structured and sequential, with standardized forms and multiple interviewers rating applicants. Properly designing interviews involves job analysis, rating duties, creating valid situational questions, and benchmark answers to evaluate responses.

1. Presentation on
Interviewing Candidates

2. Presented To:
Dr. Sohel Rana
Lecturer
Presented By:
Imran Hossain
MBA 1st Batch

3. Interview
An Interview is a procedure designed to obtain information from
a person through oral responses to oral inquiries.
Selection Interview is a selection procedure designed to predict
future job performance on the basis of Applicants oral responses
to oral inquires.

4. Basic Features of Interviews
 Types of interviews
Selection interview.
Appraisal interview.
Exit interview.
 Interviews formats
Structured.
Unstructured.

5. Basic types of Interviews
 Selection interview
A selection procedure designed to
predict future job performance on the
basis of applicants‘ oral responses to oral inquiries.
 Appraisal interview
A discussion, following a performance
appraisal, in which supervisor and
employee discuss the employee's rating
And possible remedial actions.

6. Basic types of Interviews
Exit interview
An interview to elicit information
about the job or related matters
to the employer some insight
into what's right or wrong about the firm.

7. Interviews Formats & Types of Questions
Formats of Interviews
 Unstructured or nondirective interview
An unstructured conversational-style interview in which the
interviewer pursues points of interest as they come up in
response to questions.
 Structured or directive interview
An interview following a set sequence of questions.

8. Interview Content: Types of
Questions
 Situational interview
A series of job-related questions that
focus on how the candidate would
behave in a given situațion.
 Behavioral interview
A series of job-related questions that focus on how
they reacted to actual situations in the past.
 Job-related interview
A series of job-related questions that focus on
relevant past job-related behaviors.

9. How Should We Administer the Interview?
Unstructured sequential interview:
An interview in which each interviewer forms an
independent opinion after asking different
questions.
Structure sequential interviews:
An interview in which the applicant is interviewed sequentially by
several persons, each rates the applicant on a standard form.
Interviews can also be administered in various ways: one on one or by
a panel of interviewers sequentially or all at once; and computerized
or personally.

10. Panel Interviews
A panel interview also known as a board
interview, is defined as an interview
conducted by a team of Interviewers
who together interview each candidate and
then combine their ratings into a final panel score.
This contrasts with the one on one interview, and a serial
interview enables interviewers to ask follow up questions,
much as reporters do impress conferences.

11. Mass Interviews
A panel interviews several candidates
simultaneously. On the other hand,
some candidates find panel interviews
More stressful, so they may actually
inhibit responses. An even stressful
variant is the mass interview. Here a panel interviews
several candidates simultaneously.

12. Phone and Video Interviews
Some interviews are done entirely by
telephone. These can actually be more
accurate than face to face interviews for
judging an applicant’s conscientiousness,
intelligence and interpersonal skills.
Here, neither party need worry about
things like appearance or handshakes, so
each can focus on substantive answers.

13. Which type of interview is mostly preferred
by the multinational organizations?

14. Three Ways to Make the Interview Useful
Use Structured Situational Interviews
First, structure the interview. Structured interviews are more valid than unstructured
interviews for predicting job performance. They are more valid partly because they are
more reliable for example, the same interviewer administers the interview more
consistently from candidate to candidate.
Carefully Select Traits To Assess
Interviews are better for revealing some traits than others. A typical study illustrates
this. Interviewers were able to size up the interviewee s extraversion and
agreeableness.
Beware Of Committing Interviewing Errors
Third, understand and avoid the various errors that can undermine any interviews
usefulness. We turn to these next.

15. Personal or Individual Interviews
 Unstructured sequential interview
An interview in which each interviewer forms an independent opinion
after asking different questions.
 Structured sequential interview
An interview in which the applicant is interviewed sequentially by several
persons; each rates the applicant on a standard form.
 Panel interview
An interview in which a group of interviewers questions the applicant.
 Panel(broad) interview
An interview in which a group of interviewers questions the applicant.
 Mass interview
A panel interviews several candidates simultaneously.

16. Interviewer Behavior
Finally, the interviewers behavior also affects the interviewee’ s
performance and rating. Consider some examples. Some
interviewers inadvertently telegraph the expected answers, as
in: This job calls for handling a lot of stress. You can do that, can t
you? Even subtle cues (like a smile or nod) can telegraph the
Desired answer. Some interviewers
talk so much that applicants have
no time to answer questions.

17. In summary, interviewing errors to avoid
include:
i. First impressions (snap judgments).
ii. Not clarifying what the job involves and requires.
iii. Candidate-order error and pressure to hire.
iv. Nonverbal behavior and impression management.
v. The effects of interviewees personal characteristics.
vi. The interviewer s inadvertent behaviors.

18. Designing and Conducting the Interview
The structured situational interview
Use either situational questions (preferred) or behavioral questions that yield
high criteria-related validities.
Step 1 • Job Analysis
Step 2
• Rate the Job's Main Duties
Step 3
• Create Interview Questions
Step 4
• Create Benchmark Answers
Step 5
• Appoint the Interview Panel and Conduct Interviews

19. Designing and Conducting the Interview
Job Analysis:
Write a job description with a list of job duties; required
knowledge, skills, and abilities; and other worker qualifications.
Rate the Job's Main Duties:
Rate each job duty, say from 1 to 5, based on its importance to
job success.
Create Interview Questions:
Create interview questions for each of the job duties, with more
questions for the important duties.

20. Designing and Conducting the Interview
Create Benchmark Answers :
Next, for each question, develop ideal (benchmark)
answers for good
(a 5 rating), marginal (a 3 rating), and poor (a 1 rating)
answers.
Appoint the Interview Panel and Conduct Interviews:
Employers generally conduct structured situational
interviews using a panel,
rather than one-on-one. The panel usually consists of
three to six members,
preferably the same ones who wrote the questions and
answers

21. How to make interview useful?