This document discusses different types of job interviews and strategies for improving the interview process. It identifies four main types of interviews: structured, unstructured, behavioral description, and situational. Structured interviews are the most reliable and valid as they follow a preset format. The document also lists common errors interviewers make, such as talking too much, asking inconsistent questions, or letting personal biases influence their evaluation. Finally, it states that training programs can help reduce errors, especially when combined with structured interview techniques, standardized question formats, and note-taking during interviews.

1. HUMAN RESOURCES
MANAGEMENT
JOB INTERVIEW
Ma. Fernanda Bañuelos Glion
V

2. Definition
AN INTERVIEW TO DETERMINE WHETHER
AN APPLICANT IS SUITABLE FOR A
POSITION OF EMPLOYMENT
Is the most common tool that job seekers finds in its
way…
Strategies to make better the interview:
1) Structure it in a way that is
reliable and valid,
2) Train managers to apply the best
techniques of the method.

3. Types
TYPES OF
INTERVIE
WS
Structured
It is based on a preset form. It is more reliable
and valid than the next one.
Unestructure
d
Does not follow a script or a set order. The
questions are not prepared in advance and
there is no guarantee to them by the same
applicants. The interviewer does not have a
rating system.
Behavioral
Description
Interview
(BDI)
Which respondents are asked to actual
incidents that have relevant work experience
to the position requested. The BDI is based on
the premise that the past is what best predicts
the future.
Situational
Interview
(SI)
Seeks to determine whether the applicant
possesses the knowledge and motivation to
the job, but achieves this goal differently. The
questions is to encourage respondents to
respond to hypothetical situations they would
face in office seeking.

4. Interviewer’s trainning
Despite the recent optimism about the validity of job
interviews, have yet to answer many questions
about its effectiveness. For years there have been
fears that the accuracy of interviewers vary too,
well, it's always in the possibility of their prejudice,
since the interviews rely on subjective judgments.
The following list summarizes the problems
that limit the accuracy of an interview feature.
These errors are the focus of many training
programs for interviewers:

5. The interviewer
speaks a lot.
Reduce the amount of job information obtained from the
interviewees.
Inconstant questions
asked to applicants
Resulting in different information that is collected from each.
Questions not related Does not give any information of matter to the job.
Make the interviewee
nervous
Makes the spontaneous gathering information
Excessive confidence Leads to hasty decisions
Typify applicants allow personal preferences to influence the evaluation.
Allow influences Be influenced by the nonverbal behavior of applicants.
Leniency mistake Put high ratings to all the applicants.
Central tendency
mistake
Put medium ratings to all the applicants.
Severe mistake Put low ratings to all the applicants.
Halo mistake Allow certain features, good or bad, influence the evaluation of
other characteristics
Contrast effect Allow the quality of applicants that preceded the current
influence their ratings
The first printing
mistake
To evaluate the applicant in the first minutes of the interview

6. In general, well-designed training programs are able to
reduce many mistakes in traditional unstructured
interviews, especially when training is done together
with a structured interview format.
Through training, managers better understand how to ask
questions, how to record responses from the applicants
and, to some extent, how to become aware of possible
trends.
Moreover, recent studies indicate that when a trained
interviewer takes notes on behavior during the interview, its
validity improvement.