this is one of my Hr Guru presentations ,hope they help u out! kindly acknowledge!

1. INTERVIEWS

2. INTERVIEWS
“one reason why some managers
perform poorly as interviewers is that
they treat this purposeful
communication too casually, as
though it is merely conversation.”
Lopez,1975. Martin,1980
2

3. Learning Objectives
• Importance and Validity of Interviews.
• Mechanics of Interviews
• Utilize appropriate guidelines for employment-
selection interviews
© 2007 by Prentice 3
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4. Interviews
A specialized form of communication
conducted for a specific task-related purpose.
A selection procedure designed to predict
future job performance on the basis of
applicant’s oral responses to oral inquiries.
© 2007 by Prentice 4
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5. WHY PEOPLE QUIT JOBS
•Poor opportunity for advancement 66%
•Wrong “Fit” of person to job. 47%
•Displeased with Supervision 46%
•Pay dissatisfaction 45%
•Personal Problems 25%
SOURCE: Survey 1099 personal managers
WHAT RECRUITERS LOOK FOR
•Experience and knowledge in field 60%
•Tech skills and appropriate knowledge 22%
•Ability to manage 21%
09/21/12 Know more! 5
•Communication Skills 12%

6. MOST IMPORTANT
SELECTION METHODS
Assessm
Inter Psycholo Application Refer
ent N/%
view gy Tests Form ences
Center
Most
important 178 /
85 7 3 5 0
selection 100
method (%)
Second
most 148 /
15 1 35 32 17
important 100
method (%)
Third most 96/
important 0 0 35 20 45
method(%) 100

7. NUMBER OF INTERVIEWS &
INTERVIEWERS
Managerial Graduate Clerical Manual (%)
(%) N=78 (%) N=78 (%) 102 N=93
Interviews
One 3 18 52 73
Two 49 54 36 20
Three + 32 22 0 1
Varies 17 5 10 2
Interviewers
One 11 24 38 41
Two 46 40 41 43
Three 8 17 5 2
Four + 11 4 0 0
Varies 22 12 14 13

8. ACID TEST OF SELECTION
PROCESS
Be able to predict the potential
of a candidate viz-a-viz job
requirement with high probability

9. ADVANTAGES
Useful determining applicant
communicative or social skills
Obtain supplementary information
Assess job knowledge
Appraise candidates’verbal fluency
Selection among equally qualified applicants
Compatibility between the applicant and the
employee
Modified as to gather important information

10. (2)
DISADVANTAGES
VALIDITY IS RELATIVELY LOW
RELIABILITY ALSO LOW
STEREOTYPING BY INTERVIEWERS,
ADVERSE IMPACT AGAINST
MINORITIES
MAY ALLOW FAVORITISM AND
POLITICS
Subjective evaluation is made

11. INTERVIEW- STAGES
• Preparation
• Conduct of interview
• Interview Appraisal Procedure
© 2007 by Prentice 11
Hall

12. Iceb
r
Dom eakers
e
We Managing the Interview
Pur stics
pos
lcom e
e
Wh
at d
o
to d w e n e
iscu e
ss d
Ref Any
res t
mem h your Any hing to
qu ad
or y Tak
e not Nex estion d.
t s
Star
es Tha steps ?
n
t her Goo k you
e . Che d by
c e
Inte k your
r
Plan view
ner
List
en!
Wri
te u
p
not your
es
ap p A s k
ro
que priate
s ti o Fini
ns sh.

13. Preparation
Positions to be filled.
Formation of Interview Panel
Neutral settings create a relaxed climate;
select a setting that will encourage
communication.
Gaps in the CV
Dish out the Interview Assessment Form
© 2007 by Prentice 13
Hall B-

14. Six Step Process for Selection
PEOPLE-Oriented Process
Prepare
Establish rapport
Obtain information
Provide information
Lead to close
Evaluate
© 2007 by Prentice 14
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15. Conduct of Interview
• Setting and role of HR personnels
• Skills of Interviewers
• Biases of Interviewers
© 2007 by Prentice 15
Hall

16. The Introduction
Tell the interviewee,
1. The purpose of the interview
2. How he or she will help meet the purpose
3. How the information obtained during the
interview will be used
© 2007 by Prentice 16
Hall B-

17. Relevance of Education, Difficult to
Experience, Knowledge, Skills, develop
Personal Qualities & Attitudes
Criteria for
Pre - Qualification
Personal
Traits,
Habits &
Attitudes
Easy to
develop Knowledge & skills
Criteria for Experience
Recruitment & Relevant
Selection Synergy Education
17 for impact

18. T E OF INT RVIE S
YP E W
1. UNSTRUCTURED
2. STRUCTURED
3. STRESS
4. APPRAISAL
5. SITUATIONAL
6. BEHAVIORAL
09/21/12 21:30 IBP PRESENTATION 18

19. Questions
• Situational. What do you think you will
do----------------- ?
• Behavioral. Could you describe an
occasion when you completed a task in the
face of great difficulties?
• Capability. What are the key skills you are
expected to use in this job?
19

20. DEV BEHAVIORAL SPEC
1. KNOWLEDGE EXPERIENCE
FACTOR
2. MOTIVATION FACTOR
3. INTELLECTUAL FACTOR
4. PERSONALITY FACTOR

21. Questions
• Knowledge. What competencies are
required in teaching?
• Motivation. How did you deal with a
situation when people around you are not
committed?
• Personality. What are your strengths?
• Creativity. Do people come to you to solve
problems?
21

22. Probing Questions
• Use elaboration probe when answer seems
superficial or inadequate
• Use clarification probe when you need
specifics from interviewee
• Use reflective probe when you want to
obtain elaboration in a non-directive way
© 2007 by Prentice 22
Hall B-

23. Probing Questions
• Use repetition probe when interviewee
doesn’t answer your questions
• Use silence when you want to encourage
the interviewee to continue talking
© 2007 by Prentice 23
Hall B-

24. Examples- Probing
• What is your precise role in this project?
• What exactly was your contribution in its
success?
• Could you describe in more details the
equipment you use?
24

25. Creating Good Questions
Open-ended questions: lets the interviewee
talk without restriction, no ‘yes’ or ‘no’
questions.
Closed-ended questions: restrict the
answers an interviewee can give.
© 2007 by Prentice 25
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26. Examples- Open/closed
• In what way do you think your experience
fits you in this job?
• Why something took place. Why did that
Happen?
• How something happened. Why did that
situation arise?
26

27. Avoid bad Questions
Double-barreled questions: contain
imbedded conditions, difficult to answer and
may prevent honest answers.
False bipolar questions: offers two
choices, may lead the interviewee to choose
from limited or false options.
© 2007 by Prentice 27
Hall B-

28. Avoid Bad Questions
Leading questions: lets the interviewee
know the answer an interviewer wants to hear
by how the question is phrased.
© 2007 by Prentice 28
Hall B-

29. Types of Question Sequence
Funnel sequence: begins with general
questions and moves to specific
Inverted funnel sequence: begins
with specific questions and moves to
general
© 2007 by Prentice 29
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30. The Importance of Listening
• Listen for comprehension of content
• Listen for empathy with the interviewee
• Listen for evaluation of information and
feelings
© 2007 by Prentice 30
Hall B-

31. APPLICANT ATTRIBUTES THAT AFFECT RATING BIAS
ATTRIBUTES EXAMPLES OF RESEARCH FINDINGS
Genderbias Influenced by type of job (role-congruent jobs) and
competence. Female interviewers gave higher ratings than
male interviewers.
First-impression Early impressions were more important than factual
effect information for interviewer judgments. Hire decisions were
related to the intnerviewer’s caused interpretation (attribution)
of an applicant’s past outcomes.
Interviewers’ evaluations of job candidates were influenced by
Contrast effect the quality and characteristics of the previous candidates.
Applicants who looked straight ahead, as opposed to
Nonverbal downward, were rated as being more alert, assertive, and
communication depondable; they were also more likely to be hired.
Applicants who demonstrated a greater amount of eye contact,
head moving, and smiling received higher evaluations.
Physical More attractive applicants received higher evaluations.
attractiveness

32. Concluding the Interview
• Indicate the interview is about to end
• Summarize the information you obtained
• Let the interviewee know what will
happen next
• Express appreciation
© 2007 by Prentice 32
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33. Interview Assessment
• Memory alone is not enough Make sure to
take notes
• Ask if you can record the interview
• A second interviewer can help record
information
© 2007 by Prentice 33
Hall B-

34. E AB ISING VAL
ST L IDIT OF
Y
QUE IONS
ST
Procedure:
1. Frame questions as per requirement.
2. Rate each item of the test according to criteria.
• *0 = not necessary on the job
• 1 = useful on the job
• 2 = essential to the job
3. Apply the content validity ratio.
Ne – N / 2
CVR = N/2
Ne = the number of panel members who give the item a rating of essential to the
job ((.e. 2).
N = total number of experts
CVI = average of CVRs
4. Calculate the content PRESENTATION
09/21/12 21:30 IBP
validity index. 34

35. Accomplishment Record Rating Scale for “Using Knowledge”
Using Knowledge
6.0
I drafted the commission’s first final TRR and
accompanying legal statement which articulated a
new theory of. I did the actual drafting of the
language of a final federal regulation and
developed the detailed arguments and analysis of
the evidence which served as the legal predicated 5.0
for the Commission’s actions.
In connection with the commission’s consideration
of the proposed trade regulation rule.
I was transferred to assist staff there in preparing 4.0
legal theories in Inc.
3.0 I was responsible for organizing and preparing a
civil penalty case in the matter.
I participated in devising legal strategy to attack
firm.
2.0
A firm was ordered to pay employees for overtime
which not been paid.
1.0