Human Resource Management

Personnel Planning and Recruiting

Employee Testing and Selection

Interviewing Candidates

Welcome to all of you!

Khalid Jamil Ansari

[email protected]
03002265808
 Learning Objectives
✓ Steps in the recruitment and selection process.
✓ Techniques used in employment planning and forecasting.
✓ The main internal sources of candidates.
✓ How to recruit a more diverse workforce.
✓ Key points to remember in conducting background
investigations.
✓ Types of selection interviews.
✓ Factors that affect the usefulness of interviews.
✓ Guideline for being a more effective interviewer.
✓ Effectively interview a job candidate
Human Resources Planning Process
• Forecast demand
• Analyze supply
• Plan and implement programs to balance
supply and demand
The steps in the recruitment and
selection process
✓Positions to be filled
✓ Pool of candidates
✓ Applications and screening
✓ Selection tools
✓ Make an offer
 Review
✓Positions
✓Candidates
✓Screening
✓Selection
✓Offers
Career Planning
Careers and Career Planning

Career
Career Paths
 3 P’s of Career Planning
✓Print
✓People
✓Participation
Career Decision Diagram
Personality
Type

Skills &
Interest
Aptitudes

Significant Career Values

Others Decision

Labor
Work & Life Market &
Experiences Future Job
Outlook
Educational
Preparation
and Training
Career versus Job
Careers and Career Planning (cont’d)
• Organization-Centered Career Planning
– Focuses on jobs and on identifying career paths
that provide for the logical progression of people
between jobs in the organization.
• Individual-Centered Career Planning
– Focuses on an individual’s career rather than in
organizational needs.
Organizational and Individual Career Planning Perspectives
Individual Career Planning Components

Individual Career Management

Feedback Setting of
Self-Assessment
on Reality Career Goals
 Individual Career Choices

Career
Choice

Social
Interests Self-Image Personality
Background
 Where to Go for Help
✓ Career Center
✓ Faculty
✓ Upper-class Students
✓ Student Organizations
✓ Placement Services
General Career Periods
Portable Career Path
 Career Transitions and HR

Entry Shock
for New
Employees

Supervisors Feedback Time The Work

Special Individual Career Issues
Technical and Professional Women and Careers
Workers Sequencing
Dual Career Ladders Glass Ceiling

Special Individual
Career
Issues

Global Career Concerns Dual-Career Couples

Repatriation Family vs.Career
Global Development Relocation
HR’s Role in Succession Planning
Identifying development needs of the
workforce

Assisting in identifying needed future

job skills

Noting employees who might fill future Succession

positions Planning

Communicating the succession

planning process to employees

Tracing and regularly updating

succession plan efforts
Succession Planning (cont’d)

Succession Planning
Considerations

Electronic/Web-
“Make or Buy” Succession
Based Succession
Talent Planning Skill Areas
Planning
Areas for Planning “Succession”
Recruitment
 Definition
Recruitment can be defined as:
• All activities directed towards locating potential
employees
• The attraction of applications from suitable applicants.

The aim of recruitment is to get the best

person suited to the job based on objective
criteria for a particular job
Selection
According to Thomas stone “Selection is the process of
differentiating between applicants in order to identify and
hire those with a greater likelihood of success on the jobs.
In simple words……
It is the functions performed by the management of
selecting the right employees .After identifying the sources
of human resources, searching for prospective employees
and stimulating them to apply for jobs in an organization .
The objective of the selection decision is to choose the
individual who can most successfully perform the job from
the pool of qualified candidates.
 Difference BW
Recruitment & Selection
 Differentiation BW
Recruitment & Selection

• Recruitment • Selection
It the process of searching the It Involves the series of steps by
candidates for employment and which the candidates are screened for
stimulating them to apply for jobs in choosing the most suitable persons
the organization. for vacant posts.

The basic purpose of recruitments is The basic purpose of selection

to create a talent pool of candidates to process is to choose the right

enable the selection of best candidates candidate to fill the various positions

for the organization, by attracting in the organization.

more and more employees to apply in

the organization.
Recruitment is a positive Selection is a negative process
process i.e. encouraging as it involves rejection of the
more and more employees unsuitable candidates.
to apply . Selection is concerned with
Recruitment is concerned selecting the most suitable
with tapping the sources of candidate through various
human resources. interviews and tests.
There is no contract of Selection results in a contract
recruitment established in
of service between the
recruitment
employer and the selected
employee.
 Job analysis

Recruitment

Application form

Written examination
Selection
Process Group Discussion

Flowchart interview

Reference checks

Line managers decision

Medical examination
Recruitment needs are of three types

Planned

Anticipated

Unexpected
 Recruitment Process
1. Identify vacancy
2. Prepare job description and
person specification
3. Advertising the vacancy

4. Managing the response

5. Short-listing

6. Arrange interviews

7. Conducting interview and

decision making
 Importance of Recruitment
Attract and encourage more and more candidates to
apply in the organisation.
Create a talent pool of candidates to enable the
selection of best candidates for the organisation.
Recruitment is the process which links the employers
with the employees.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of selection process.
 Planning and Forecasting
• Employment or Personnel Planning
The process of deciding what positions the firm will have to fill, and how
to fill them.

• Succession Planning
The process of deciding how to fill the company’s most important
executive jobs.

• What to Forecast?
Overall personnel needs
The supply of inside candidates
The supply of outside candidates
Forecasting Personnel Needs

Forecasting
Tools

Trend Analysis Ratio Analysis Scatter Plotting

 Planning and approval
1. Taking review of the need for the position to
take into account the following:
Strategic and ooperational plans for the organization
Funding
Current staffing structure
Targets for diverse staffing profiles across all levels;
Current staffing and skill levels;
Anticipations in terms of new positions, restructured
positions, eliminated positions
How the needs for the position might best be met
 Planning and approval

2. Labour market survey:

Trends in terms of
availability, salaries,
education levels
 Position
announcement

Title and agency affiliation

Salary range
Description of duties and responsibilities
Minimum qualifications
Special conditions
Application procedures
Equal opportunity employment
Classification
Career potential
Special benefits
Time and place of applications
 Capabilities
• Technical skills – knowledge and abilities
connected with particular job position
Policy development and analysis,
Improved systems for monitoring and evaluation and systems to improve
financial management;
Planning,
Budgeting
Reporting.
• Other criteria:
Diversity and broad representation of minority and protected class
PMS
 Analysis: Candidates
Who is the ideal candidate for the agency?
What has attracted qualified candidates to the agency?
How did those qualified candidates learn about
openings?
Why is the pool of qualified candidates shrinking?
What is the value system of the new generation and how
can the agency package itself to show potential
candidates that the agency has what they desire?
 Drawbacks to Traditional
Forecasting Techniques
They focus on projections and historical relationships.
They do not consider the impact of strategic initiatives
on future staffing levels.
They support compensation plans that reward managers
for managing ever-larger staffs.
They “bake in” the idea that staff increases are
inevitable.
They validate and institutionalize present planning
processes and the usual ways of doing things.
 Using Computers to Forecast
Personnel Requirements
• Computerized Forecasts
– Software that estimates future staffing needs by:
Projecting sales, volume of production, and personnel required to
maintain different volumes of output.
Forecasting staffing levels for direct labor, indirect staff, and
exempt staff.
Creating metrics for direct labor hours and three sales projection
scenarios—minimum, maximum, and probable.
Why is Recruitment and Selection so
important?
Reversing the Erosion of the Public Service Ethic
Personnel has long been perceived (and even defined)
in terms of control, rather than service to the broader
organization
Civic Culture and Tradition
Sound recruitment and
selection practices also
depend on complementary
HRM systems
Why is Recruitment and Selection so
important? (Continued)
Costs of mistakes:
engaging incompetent,
underqualified, Element of
unmotivated RS strategy
employees; employing
another person requires
repeating the process
and generates costs
Rules of Recrutiment & Selection
Commonality
Openess
Competitiveness
Legality
Non-discrimination
Constancy of criteria
Neutrality
Objectivism
Transparency
Personal data security
Acting without delay
Steps in Recruitment and Selection Process

The recruitment and selection process is a series of hurdles

aimed at selecting the best candidate for the job.
Forecasting the Supply of Inside
Candidates

Qualification
Inventories

Manual Systems and Computerized

Replacement Charts Information Systems
 Sources of Recruitment

• TRANSFER
• PROMOTION
INTERNAL • RETRENCHED EMPLOYEE
• RETIRED EMPLOYEE

EXTERNAL
 External Sources
Walk-ins
Employee referrals
Advertising
Educational associations
Professional agencies
E-recruitment (general recruitment agents/
companies’ own sites)
Word-of-mouth
Employee Testing and Selection
 Basic Testing Concepts
• Reliability
– The consistency of scores obtained by the same person
when retested with the identical or equivalent tests.
– Are the test results stable over time?
• Test validity
– The accuracy with which a test, interview, and so on
measures what it purports to measure or fulfills the
function it was designed to fill.
– Does the test actually measure what we need for it to
measure?
 Sample Picture Card from
Thematic Apperception Test

How do you interpret this

picture?
 Types of Validity

• Criterion validity
– A type of validity based on showing that scores on the
test (predictors) are related to job performance
(criterion).
• Are test scores in this class related to students’ knowledge of
human resource management?
• Content validity
– A test that is content valid is one that contains a fair
sample of the tasks and skills actually needed for the
job in question.
• Do the test questions in this course relate to human resource
management topics?
• Is taking an HR course the same as doing HR?
 How to Validate a Test
• Step 1: Analyze the job
– Predictors: job specification (KSAOs)
– Criterion: quantitative and qualitative measures of job
success
• Step 2: Choose the tests
– Test battery or single test?
• Step 3: Administer the test
– Concurrent validation
• Current employees’ scores with current performance
– Predictive validation
• Later-measured performance with prior scores
 How to Validate a Test (cont’d)
• Step 4: Relate Test Scores and Criteria
– Correlation analysis
• Actual scores on the test with actual performance
• Step 5: Cross-Validate and Revalidate
– Repeat Step 3 and Step 4 with a different sample
of employees.
Expectancy Chart
 Using Tests at Work
• Major Types of Tests
– Basic skills tests
– Job skills tests
– Psychological tests
• Why Use Testing?
– Increased work demands = more testing
– Screen out bad or dishonest employees
– Reduce turnover by personality profiling
Computerized and Online Testing
• Online tests
– Telephone prescreening
– Offline computer tests
– Virtual “inbox” tests
– Online problem-solving tests
• Types of Tests
– Specialized work sample tests
– Numerical ability tests
– Reading comprehension tests
– Clerical comparing and checking tests
 Testing Program Guidelines
1. Use tests as supplements.
2. Validate the tests.
3. Monitor your testing/selection program
4. Keep accurate records.
5. Use a certified psychologist.
6. Manage test conditions.
7. Revalidate periodically.
 Types of Tests
What Tests
Measure

Cognitive (Mental) Motor and Physical Personality and

Achievement
Abilities Abilities Interests
Equal Employment Opportunity (EEO)
Aspects of Testing
• A organization must be able to prove:
– That its tests are related to success or failure on the
job (validity)
– That its tests don’t unfairly discriminate against
minority or nonminority subgroups (disparate
impact).
• EEO guidelines and laws apply to all selection
devices, including interviews, applications,
and references.
Equal Employment Opportunity (EEO)
Aspects of Testing (cont’d)
• Testing alternatives if a selection device has
disparate impact:
– Institute a different, valid selection procedure
that does not have an adverse impact.
– Show that the test is valid—in other words, that
it is a valid predictor of performance on the job.
– Monitor the selection test to see if it has
disparate impact.
Sample Test
Test Takers’ Individual Rights and Test
Security
• Under the American Psychological
Association’s standard for educational and
psychological tests, test takers have the right:
– To privacy and information.
– To the confidentiality of test results.
– To informed consent regarding use of these results.
– To expect that only people qualified to interpret the
scores will have access to them.
– To expect the test is fair to all.
 Using Tests at Work
• Major types of tests used by employers
– Basic skills tests (45%)
– Drug tests (47%)
– Psychological tests (33%)
• Use of testing
– Less overall testing now but more testing is used as specific job
skills and work demands increase.
• Screen out bad or dishonest employees
• Reduce turnover by personality profiling
• Source of tests
– Test publishers
 Computer-Interactive Testing
• Types of tests
– Specialized work sample tests
– Numerical ability tests
– Reading comprehension tests
– Clerical comparing and checking tests
• Online tests
– Telephone prescreening
– Offline computer tests
– Virtual “inbox” tests
– Online problem solving tests
 Types of Tests
• Tests of cognitive abilities
– Intelligence Tests
• Tests of general intellectual abilities that measure a
range of abilities, including memory, vocabulary,
verbal fluency, and numerical ability.
– Aptitude tests
• Tests that measure specific mental abilities, such as
inductive and deductive reasoning, verbal
comprehension, memory, and numerical ability.
 Types of Tests (cont’d)
• Tests of motor abilities
– Tests that measure motor abilities, such as finger
dexterity, manual dexterity, and reaction time.
• Tests of physical abilities
– Tests that measure static strength, dynamic
strength, body coordination, and stamina.
 Problem from the Test of
Mechanical Comprehension

Which gear will turn the same way as the driver?

Measuring Personality and Interests
• Personality tests
– Tests that use projective techniques and trait inventories
to measure basic aspects of an applicant’s personality,
such as introversion, stability, and motivation.
– Disadvantage
• Personality tests—particularly the projective type—are the
most difficult tests to evaluate and use.
– Advantage
• Tests have been used successfully to predict dysfunctional job
behaviors and identify successful candidates for overseas
assignments.
 The “Big Five”
• Extraversion
– The tendency to be sociable, assertive, active, and to experience positive
effects, such as energy and zeal.
• Emotional stability/neuroticism
– The tendency to exhibit poor emotional adjustment and experience
negative effects, such as anxiety, insecurity, and hostility.
• Openness to experience
– The disposition to be imaginative, nonconforming, unconventional, and
autonomous.
• Agreeableness
– The tendency to be trusting, compliant, caring, and gentle.
• Conscientiousness
– Is comprised of two related facets: achievement and dependability.
 Other Tests
• Interest inventories
– Personal development and selection devices that
compare the person’s current interests with those
of others now in various occupations so as to
determine the preferred occupation for the
individual.
• Achievement tests
– Test that measure what a person has already
learned—“job knowledge” in areas like
accounting, marketing, or personnel.
 Other Tests (cont’d)
• Web-Based (Online) testing
– Eliminates costly and inefficient paper-and-pencil
testing processes.
– Allows for role-playing by applicants.
– Use of computer-based scoring eliminates rater
bias.
– Provides immediate scoring and feedback of
results to applicants.
– Can be readily customized for specific jobs.
 Work Samples
• Work samples
– Actual job tasks are used in testing applicants’
performance.
• Work sampling technique
– A testing method based on measuring an
applicant’s performance on actual basic job tasks.
Example of a Work Sampling Question
 Work Simulations
• Management assessment center
– A simulation in which management candidates are
asked to perform realistic tasks in hypothetical
situations and are scored on their performance.
• Typical simulated exercises include:
– The in-basket
– Leaderless group discussion
– Management games
– Individual presentations
– Objective tests
– The interview
 Work Simulations (cont’d)
• Video-Based situational testing
– A situational test comprised of several video
scenarios, each followed by a multiple choice
question that requires the candidate to choose from
among several courses of action.
– While the evidence is mixed, the results suggest
that video-based situational tests can be useful for
selecting employees.
 Work Simulations (cont’d)
• The miniature job training and evaluation
approach
– Candidates are trained to perform a sample of
the job’s tasks, and then are evaluated on their
performance.
– The approach assumes that a person who
demonstrates that he or she can learn and
perform the sample of tasks will be able to
learn and perform the job itself.
 Background Investigations and
Reference Checks
• Investigations and Checks
– Reference checks
– Background employment checks
– Criminal records
– Driving records
– Credit checks
• Why?
– To verify factual information provided by applicants.
– To uncover damaging information.
 Background Investigations and
Reference Checks
• Extent of investigations and checks
– Reference checks (87%)
– Background employment checks (69%)
– Criminal records (61%)
– Driving records (56%)
– Credit checks (35%)
• Reasons for investigations and checks
– To verify factual information provided by
applicants.
– To uncover damaging information.
 Recruitment Strategies
Job posting
Electronic posting
Personal contact recruitment
Recruitment by mail
Head-hunting
Noncompetive recruitment
Develop a recruiting DVD
 Selection Criteria
Selection criteria shall:
be written in simple and clear language;
be specific and not overlapping or repetitive;
be based on the real requirements of the position;
not be excessive in number (i.e. not more than 10 in total)
not discriminate unlawfully either directly or indirectly against
applicants
not favour either internal or external applicants; and
be consistent with the classification standards of the position.
 Screening

Discriminating among the qualified and

the unqualified

Identifying most highly qualified

candidates

Screening particular candidates;

results in offering position to the best
candidate

Confirming the qualifications and ability

of the chosen candidate; it may include
the first period of employment
 Principles of the Screening
A fair set of screening criteria
The criteria must be in line with the job content and appointment
as well as advertised requirements
Applicants should be clear on the criteria that apply
The criteria should apply to all applicants in a consistent manner
Any waivers should be fully motivated and approved
Declarations should be made of whether any candidate is related
to or friends of an official in the component where the vacancy
exists
The various activities of the screening process should be
documented and put on record
 Initial Reviewing and Testing
Education and experience
evaluations
Letters of recommendation
Self-assessment
General aptitude and
trait test
Performance test for
specific jobs
 Reducing the Pool: Interview
1. Plan how it should proceed: persons, place, roles
2. Prepare list of written questions asked of all candidates
3. Use a work sample as part of the process
Critique or evaluate sth
Solve a problem
Deliver oral presentation, etc
4. Explain basic facts about the position
5. Use the job description and advertisement guides to
ensure that the focus is on essential job functions
 Reducing The Pool: Interview
6. Set up interviews in private
job-settings where distractions
are unlikely
7. Concentrate on listening to
applicant’s answers and take
notes during the interview
8. Be careful that no oral commitments or suggestions about
employment prospects are made
9. Complete your evaluation notes when impressions are fresh
 Reducing The Pool: Interview

• Subjects to Avoid
Marital status
Children and other dependants
Religion
Politics
Ethnic origins
 Final Selection
1. Keep a list of all applicants considered for final
selection.

2. Identify fair selection criteria for the final selection

phase.

3. Ensure that the criteria are in line with the advertised

requirements as well as the job content.

4. Ensure that each selection committee member is

provided with all the relevant information pertaining
to each short-listed applicant.
 Final Selection
5. Ensure that the interviews are conducted in a fair and
effective manner and that each candidate is weighed
comprehensively against the requirements as
advertised.

6. Ensure that a comprehensive motivation is compiled

in respect of all the applicants interviewed.

7. Ensure that all applicants are informed about the

outcome of the final selection phase.

8. Ensure that all relevant information is put on record.

 Interviewing
➢ An interview is a procedure designed to obtain
information from a person through oral responses to
oral inquiries
➢ A selection interview is a selection procedure
designed to predict future job performance on the
basis of applicants’ oral responses to oral inquiries
 Basic Features of Interviews
• An interview
– A procedure designed to obtain information from a
person through oral responses to oral inquiries
• Types of interviews
– Selection interview
– Appraisal interview
– Exit interview
• Interviews formats
– Structured
– Unstructured
Basic Features of Interviews

Selection Interviews

Interview
Interview Structure Interview Administration
Content
 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.
• 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.
 Types of Interviews

Selection Interview

Types of
Appraisal Interview
Interviews

Exit Interview
 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.
 Interview Formats
– Structured Interview : directive interview
following a set of sequence of questions

– Non-structured Interview: non directive ask

questions as they come to mind
 Interview Formats

Interview Formats

Structured
Unstructured or
or
Nondirective Interview
Directive Interview
Interview Content: Types of Questions
• Situational interview
– A series of job-related questions that focus on
how the candidate would behave in a given
situation.
• 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.
Administering the Interview
Unstructured
Sequential
Interview

Structured
Web-Assisted
Sequential
Interviews
Interview

Ways in Which
Interviews Can
Computerized Be Conducted Panel
Interviews Interview

Phone and Video Mass

Interviews Interview
 Structured
Interview
Guide

Source: Copyright 1992. The

Dartnell Corporation, Chicago,
IL. Adapted with permission.
 Structured
Interview Guide
(cont’d)

Source: Copyright 1992. The

Dartnell Corporation, Chicago, IL.
Adapted with permission.
 Structured
Interview
Guide
(cont’d)

Source: Copyright 1992. The Dartnell

Corporation, Chicago, IL. Adapted
with permission.

Figure 7–1c
 HR Scorecard for
Hotel Paris
International
Corporation*

Note: *(An abbreviated

example showing selected HR
practices and outcomes aimed
at implementing the
competitive strategy, “To use
superior guest services to
differentiate the Hotel Paris
properties and thus increase
 Interview Content: Types of Questions
• Stress interview
– An interview in which the interviewer seeks to
make the applicant uncomfortable with
occasionally rude questions that supposedly to
spot sensitive applicants and those with low or
high stress tolerance.
• Puzzle questions
– Recruiters for technical, finance, and other types
of jobs use questions to pose problems requiring
unique (“out-of-the-box”) solutions to see how
candidates think under pressure.
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.
Personal or Individual Interviews
• Panel (broad) interview
– An interview in which a group of interviewers
questions the applicant.
• Mass interview
– A panel interviews several candidates
simultaneously.
–Sequential Interview: in which applicant
is interviewed sequentially by several
persons and each rates the applicant
–Panel Interview; applicants is
interviewed simultaneously by a group of
interviewers
–Computerized Interviews; is one in which
a job candidate’s computerized responses
are obtained in response to computerized
questions or situations
 Computerized Interviews
• Computerized selection interview
– An interview in which a job candidate’s oral and/or
computerized replies are obtained in response to
computerized oral, visual, or written questions and/or
situations.
• Characteristics
– Reduces amount of time managers devote to
interviewing unacceptable candidates.
– Applicants are more honest with computers
– Avoids problems of interpersonal interviews
– Mechanical nature of computer-aided interview can
leave an applicant dissatisfied.
 Factors Affecting Interviews
• First impressions
– The tendency for interviewers to jump to
conclusions—make snap judgments—about
candidates during the first few minutes of the
interview.
– Negative bias: unfavorable information about an
applicant influences interviewers more than does
positive information.
 Factors Affecting Interviews (cont’d)
• Misunderstanding the job
– Not knowing precisely what the job entails and
what sort of candidate is best suited causes
interviewers to make decisions based on incorrect
stereotypes of what a good applicant is.
• Candidate-order error
– An error of judgment on the part of the interviewer
due to interviewing one or more very good or very
bad candidates just before the interview in
question.
 Factors Affecting Interviews (cont’d)
• Nonverbal behavior and impression
management
– Interviewers’ inferences of the interviewee’s
personality from the way he or she acts in the
interview have a large impact on the interviewer’s
rating of the interviewee.
– Clever interviewees attempt to manage the
impression they present to persuade interviewers to
view them more favorably.
 Factors Affecting Interviews (cont’d)
• Effect of personal characteristics:
attractiveness, gender, race
– Interviewers tend have a less favorable view of
candidates who are:
• Physically unattractive
• Female
• Of a different racial background
• Disabled
 Factors Affecting Interviews (cont’d)
• Interviewer behaviors affecting interview
outcomes
– Inadvertently telegraphing expected answers.
– Talking so much that applicants have no time to
answer questions.
– Letting the applicant dominate the interview.
– Acting more positively toward a favored (or
similar to the interviewer) applicant.
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
What Can Undermine An Interview’s
Usefulness?
Nonverbal Behavior
First Impressions
and Impression
(Snap Judgments)
Management

Interviewer’s Factors
Applicant’s Personal
Misunderstanding Affecting Characteristics
of the Job
Interviews

Candidate-Order
Interviewer
(Contrast) Error and
Behavior
Pressure to Hire
How to Conduct an Effective Interview
• Structure your interview:
1. Base questions on actual job duties.
2. Use job knowledge, situational, or behaviorally oriented
questions and objective criteria to evaluate the interviewee’s
responses.
3. Train interviewers.
4. Use the same questions with all candidates.
5. Use descriptive rating scales (excellent, fair, poor) to rate
answers.
6. Use multiple interviewers or panel interviews.
7. If possible, use a standardized interview form.
8. Control the interview.
9. Take brief, unobtrusive notes during the interview.
How to Conduct a More Effective Interview
Suggestions:

1 Structure Your Interview

2 Prepare for the Interview

3 Establish Rapport
4 Ask Questions
5 Close the Interview
6 Review the Interview
 Effective Interviews
• Structure the Interview:
1. Base questions on actual job duties.
2. Use job knowledge, situational or behavioral questions, and objective
criteria to evaluate interviewee’s responses.
3. Train interviewers.
4. Use the same questions with all candidates.
5. Use descriptive rating scales (excellent, fair, poor) to rate answers.
6. Use multiple interviewers or panel interviews.
7. If possible, use a standardized interview form.
8. Take control of the interview.
9. Take brief, unobtrusive notes during the interview.
 Examples of Questions That Provide
Structure
Situational Questions:
1. Suppose a co-worker was not following standard work procedures. The co-worker was
more experienced than you and claimed the new procedure was better. Would you use the new
procedure?
2. Suppose you were giving a sales presentation and a difficult technical question arose that you could
not answer. What would you do?
Past Behavior Questions:
3. Based on your past work experience, what is the most significant action you have ever taken to help
out a co-worker?
4. Can you provide an example of a specific instance where you developed a sales presentation that
was highly effective?
Background Questions:
5. What work experiences, training, or other qualifications do you have for working in a teamwork
environment?
6. What experience have you had with direct point-of-purchase sales?
Job Knowledge Questions:
7. What steps would you follow to conduct a brainstorming session with a group of employees on
safety?
8. What factors should you consider when developing a television advertising campaign?
How to Conduct an Effective Interview
(cont’d)

• Prepare for the interview

– Secure a private room to minimize interruptions.
– Review the candidate’s application and résumé.
– Review the job specifications
• Establish rapport
– Put the person at ease.
• Ask questions
– Follow your list of questions.
– Don’t ask questions that can be answered yes or no.
 How to Be a Good Interviewee
• Be prepared by learning about the company,
the job and the recruiters
• Uncover the interviewer’s real needs and relate
to those needs
• Pause, think, then speak
• Nonverbal behavior important
• Make a good 1st impression, be enthusiastic