Today’s Agenda

1. Chapter 9: Selection III: Interviewing Part 1

1. Screening Interviews
2. Unstructured Interviews
3. Structured Interviews

2. Partner Activity – Mock Interviews

3. Break
4. Chapter 9: Selection III: Interviewing Part 2
1. Types of Interviews

5. Group Activity – Designing Interview Questions

Chapter 9
SELECTION III: INTERVIEWING
Learning Outcomes
After reading this chapter, you should be able to:
◦ recognize the purposes and uses of employment interviews.
◦ identify the multiple phases of the employment interview and the factors
affecting employment interview decisions.
◦ describe the selection errors associated with traditional approaches to
employment interviewing.
◦ identify the different techniques used to structure an employment interview
and discuss their relative advantages and disadvantages.
Learning Outcomes
◦ explain the legal and predictive advantages of structured employment
interviewing methods.
◦ develop competence in the design of effective interview questions and
scoring guides.
◦ discuss innovations, the role of technology, and future directions in interview
research and practice.
◦ recognize the role of employment interviews in the changing organizational
environment.
Chapter 9: Visual Summary
Purposes of the
Interview
Used at the beginning or end of the selection process
Used to explore and expand information from the résumé/application
form
Employ standard questions during the interview process
Panel interviews include the HR professional
Used to sell the job to the applicant
Purposes of the
Interview
Interviews can be used in two ways:
◦ during the initial screening process (i.e., screening interviews) or
◦ near the end of the selection process (i.e., selection interviews)

Screening interviews are preliminary interviews designed to fill gaps left

on the candidate’s application form or résumé, sometimes serving
recruitment as well as selection functions
When used for screening purposes:
◦ interviews are often used to confirm or explore information provided in
résumés or application forms and work as a recruitment tool

When used later in the selection process:

◦ interviews are best used to obtain information that has not been provided in
the résumé or application form
Purposes of the
Interview
Best suited to the assessment of noncognitive attributes
Provides the applicant a chance to ask questions about the job and the
organization
Provides an opportunity to see if there is a suitable fit
Used to determine who is best qualified when there are several
candidates
Used in the termination of employees
Screening Interviews
Screening interviews are preliminary interviews designed to fill gaps left
on the candidate’s application form or résumé; these sometimes serve
recruitment as well as selection functions.
◦ Review the applicant’s file before the interview.
◦ Begin with some opening remarks by recruiter to put the applicant at ease.
◦ Follow a set of preplanned questions during the interview.
Screening Interviews
◦ Design questions to focus on applicant’s previous work experience,
educational background.
◦ Use the closing to give the applicant an opportunity to ask questions about
the job and the organization.
◦ Discuss the timeframe of when the recruiter will get back to applicant.
◦ Review the applicant with a rating form.
The Cost of Interviewing
Time preparing for the interview (supervisor/managers)
Time spent developing interview questions and scoring guides
Time spent by clerical staff on interview-related tasks
Use of office space and equipment
Travel time and expenses
Actual interviewing time
Interviewee Behaviours That
Influence Interviewer
Impressions
The Interview Process
Most interviews begin with some opening remarks by the interviewer to
put the applicant at ease and build rapport
◦ generally, involves an exchange of pleasantries and personal information,
including information on the purpose of the interview and how the
information will be used
◦ applicant is also advised whether any information presented during the
interview will be held in confidence or shared with others
◦ Employment interviews are complex interactions between applicants and
interviewers that occur in the context of a larger selection system.
Knowledge structures
◦ Interviewers’ beliefs about the requirements of the job and the
characteristics of applicants
Information Processing,
Biases, and
Assessments
The expectations that both interviewers and applicants have can
influence the social interaction in the interview
Interviewers’ information processing and evaluation of applicants are
influenced by the knowledge structures and stereotypes associated
with stigmatized features of applicants (e.g., their gender, age, ethnicity,
disability, attractiveness, etc.).
Interviewers may recategorize applicants several times and adjust their
evaluation throughout the interview.
Initial impressions can be difficult to correct.
Model of Information Processing
Applicant Impression
Management and
Faking
Some interviewees are particularly skilled at impression management
◦ Applicants’ strategies to promote their qualities, ingratiate the interviewer,
or protect their image to create a favourable impression in interviewers’
mind.
Interviewee Behaviours that
Influence Interviewer
Impressions
INTERVIEWEE BEHAVIOURS THAT INFLUENCE INTERVIEWER IMPRESSIONS
◦ Find out where you are going beforehand so you can be on time for the
interview.
◦ Wear appropriate clothing, a slight step up from what people normally wear to
work for the job for which you are interviewing.
◦ Be prepared for the interview by having done your homework on the company
and anticipating common interview questions.
◦ Think about how you would answer the questions you might be asked—if
possible, rehearse with a friend. Think of examples from your experience that
would illustrate your answers.
◦ Make regular eye contact with the interviewer.
◦ Remain confident and determined throughout the interview, regardless of how
the interviewer’s cues suggest the interview is going.
◦ Provide positive information about yourself when answering questions.
◦ Demonstrate interest in the position and organization.
Interviewee Behaviours that
Influence Interviewer
Impressions
APPLICANT BEHAVIOURS THAT INFLUENCE NEGATIVE IMPRESSIONS
• Present a poor personal appearance or grooming.
• Display an overly aggressive, know-it-all attitude.
• Fail to communicate clearly (e.g., mumbling, poor grammar, use of slang).
• Lack career goals or career planning.
• Overemphasize monetary issues.
• Be evasive or do not answer questions completely.
• Show a lack of maturity, tact, courtesy, or social skills.
Unstructured Interviews
The unstructured interview is a traditional method of interviewing that
involves no constraints on the questions asked.
◦ No requirements for standardization
◦ A subjective assessment of the candidate
(a feeling or hunch about the candidate)
◦ Low criterion validity
◦ Open-ended questions
◦ No systematic rating procedure used
◦ Interviewer creates a subjective evaluation with biased personal views and
preferences
Unstructured Interviews
Examples of commonly used interview questions
◦ Tell me about yourself?
◦ What did you learn in school that could help you in the job?
◦ Why did you leave your last job?
◦ What are your weaknesses?
◦ How would other people (or someone who knows you or worked with you)
describe you as an individual?
◦ What is your greatest accomplishment?
Structured Interviews
A structured interview consists of a standardized set of job-relevant
questions; a scoring guide is used.
◦ Increased interview reliability and validity.
◦ Interview questions are derived prior to the interview from a job analysis.
◦ Interview questions and interviewer are standardized for all interviews
◦ Interview questions focus on behaviours or work samples rather than
opinions or self-evaluations.
◦ Prompting, follow-up questioning, probing and/or elaboration on questions
are limited.
Structured Interviews
◦ Questions from the candidate are not allowed until after the interview.
◦ Responses to each question are evaluated individually using a standardized
rating system
◦ Each answer is rated during the interview using a rating scale tailored to the
question.
◦ Rating scales are “anchored” with behavioural examples to illustrate scale
points.
◦ The total interview score is obtained by summing across scores for each of
the questions.
◦ Detailed notes are taken during the interview.
Structured Interviews
Preparing for the interview
◦ Determine the amount of time available and how many questions you can
ask without rushing.
◦ Make a standardized list of interview questions to ask all applicants in the
same order.
◦ Develop a scoring guide with benchmark or sample answers.
◦ Use an office/interview room where you can have privacy, freedom from
distractions, and quiet.
◦ Schedule the interviews with sufficient time for a brief break between
interviews and to allow for some interviews to run a little over.
◦ Arrange to hold all calls and prevent interruptions during the interview.
Structured Interviews
Conducting the interview
◦ Spend a few minutes at the beginning of the interview putting the applicant
at ease.
◦ Introductions, not small talk
◦ Ask each question in turn without omitting or
skipping any.
◦ Take detailed notes, focusing on recording what the applicant says.
◦ Allow the applicant to ask questions at the end of the interview and answer
them to the best of your ability.
◦ Follow the same procedures for each applicant and retain interview
documentation for future reference.
Structured Interviews
Closing the interview
◦ Tell the candidate when and how the candidate should expect to hear from
you.
◦ Tell the candidate if you will be contacting references or conducting a second
interview.
◦ Thank the applicant for coming.
◦ Review your notes and make your ratings.
◦ Make sure you inform all candidates of your decision when you have made it.
Post-Interview
Summary
Sample form used to rate applicants
after an interview or screening-
interview
Traits and attributes will vary by
organization and role
Perceptions of
Structured Interviews
Employers
◦ Structured interviews are widely accepted but the evidence is not clear that
they are being applied and scored appropriately in organizations.

Employees
◦ They perceive structured interviews as difficult, but relatively fair compared
to other types of interviews.
Structured Interviews in
Practice
Each answer is scored as soon as it is given.
The answers are useful in assessing organizational fit.
Debrief as soon as possible.
Have a combined total score.
Can have weighted scores as well if certain attributes are more
important than others.
Structured Interviews
and Human Rights
The information gathered must be directly related to the job.
The interview should focus on behaviours to reduce discrimination.
Interview questions should be standardized to reduce bias against
protected groups.
◦ the likelihood of organizations that use standardized interview questions
becoming embroiled in selection-related litigation is reduced
◦ courts are concerned when there is evidence that applicants giving the same
responses are treated differently on the basis of prohibited grounds
Interviewer Training
Interviewer training has tended to focus on reducing common sources
of bias and inaccuracy, such as halo error, similar-to-me effects, contrast
effects, and leniency and severity errors.
Training applicants to take structured interviews tends to increase the
validities of the interviews themselves.
More structured approaches, require more extensive training.
Pair Activity:
Mock Interviews
Practice interviewing each other with the questions posted
• Questions are based on the role of an HR Generalist
• Practice both recruiter skills and interviewer skills
• If you do not have a microphone, you can still generate answers and
type them in, or you can participate via providing feedback to those
answering
•Tell those talking what they did well and what they could work on, both
as the recruiter and as the candidate
Interviewing
Approaches
Common Interview Approaches:
◦ Panel Interviews
◦ Serial Interviews
◦ Situational Interviews
◦ Behavioural Interviews
◦ Experience-Based Interviews
◦ Technology and Interviewing

Uncommon Interview Approaches:

◦ Puzzle or Brainteaser interviews
◦ Speed Interviews
◦ Multiple Mini-Interview (MMI)
◦ Wild Card Interview Questions
Panel Interviews
A panel interview is an interview conducted by two or more
interviewers together at one time.
Serial Interviews
Serial interviews refer to a series of interviews where the applicant is
interviewed separately by each of two or more interviewers.
Situational Interviews
A structured interview in which important or decisive situations
employees are likely to encounter on the job are described and
applicants are asked what they would do in these situations.
SI questions should be posed in the form of dilemmas
◦ a choice in an interview question between two or more alternatives that
appear equally desirable or undesirable

Behavioural rating scale consisting of sample answers to each question

that is used by the interviewer to evaluate and score the applicant’s
answers.
Situational Interviews
Situational Interviews
You recently started working as the assistant manager of a fast food
restaurant located in one of the terminals of the Toronto-Pearson
International Airport. At 5 p.m., unexpected freezing rain starts to
paralyze all departing planes. You hear an announcement that all
departing flights will be delayed until further notice. It is bad timing
for you because one of your kitchen employees called in sick earlier
that day, and you did not have time to check on the meat and produce
that was delivered an hour ago. What do you do?
Situational Interviews
Score Behaviour description Example of response
Expects to face stress,
“I would anticipate a large number of clients to come for food
interacts with staff, but no
and drinks. I would talk to my employees and tell them that the
further analysis of the
1 next few hours will be particularly stressful especially because
situation is conducted, and no
we are short-staffed. I would hope for the weather to get better
action is taken to deal with
soon, as there is not much I can do about that.”
the issue.
“Given the announcement and anticipated larger number of
Anticipates an issue to arise,
customers, I would expect that the demand for food and drinks
but does not collect all
to exceed our supplies at the bar. I would thus ask one of my
necessary information, only
2 employees to check the food inventory and obtain additional
engages in minimal actions,
supplies from our usual provider if needed. I would motivate my
and relies largely on others to
staff to work faster and more efficiently to compensate for the
deal with the situation.
sick employee.”
Situational Interviews
Score Behaviour description Example of response

“I imagine a fast food restaurant is already pretty busy at this

Understands the issue at
time, so I would anticipate about 50 percent additional
hand, obtains a rough
customers because of the delayed flights. I would ask
estimate of the increased
experienced employees how much food we usually sell in one
demand and compares it to
3 evening, and estimate the supplies needed to cook 50 percent
the inventory, finds a quick
more. I would then go to check the inventory and the recent
but possibly suboptimal fix to
delivery, and see if we have enough. If necessary, I would call our
deal with both the food and
suppliers to see if they can do an emergency delivery. Then if the
personnel shortage.
staff is overwhelmed, I would help in the kitchen.”
Situational Interviews
Score Behaviour description Example of response

“First, I would check the screens to see how many cancelled

flights will impact this terminal. If it is local or national flights,
that means maybe 50–100 people on average per plane. And, if
Thinks systematically to it’s international, closer to 200–300. I would take a notepad and
obtain information, estimates quickly calculate the number of people impacted. Then estimate
carefully the overall needs, what portion of them could come to my restaurant. So that gives
delegates tasks as needed, me the number of meals we’ll have to try to serve that evening.
4
and quickly finds effective While I do this, I would ask one of the kitchen employees to go
solutions to allocate check the inventory and recent delivery, and report back to me
resources and handle the how many meals we can prepare with what we have. I would
situation. then compare the two, and if needed call our suppliers to
request an urgent delivery. I would then ask one of the front staff
to go help in the kitchen because they know the meals well, and I
would take their spot up front.”
Situational Interviews
Score Behaviour description Example of response

“First, I would contact the airport administration or airlines

present in my terminal to obtain a precise number of delayed
passengers and more information about the expected delay. I
would estimate that at least half of delayed individuals will be
Uses the most efficient way to
looking for food and calculate how many might come to my
analyze the situation and
restaurant given the number of options available in the terminal.
obtain information about the
While I do this, I would ask the most experienced kitchen
requirements and available
5 employee to go check the inventory and recent delivery, and
resources, delegates tasks as
report back how many meals we can prepare with what we have.
needed, and takes initiative to
I would then compare the two, and call both our usual supplier
resolve both the inventory
as well as other alternatives to get what we need delivered. I
and staff deficit.
would also call all employees off-duty that day, and try to find at
least two extra to come help. While we wait for them to come, I
would manage the cash registry so that employees can focus on
taking orders and preparing food.”
Behavioural Interviews
A structured interview in which applicants are asked to describe what
they did in given situations in the past
STAR technique
◦ additional or follow-up questions used by the interviewer to help applicants
provide elaborate descriptions of the situation they faced, tasks they were in
charge of, actions they took, and the outcomes

Probes are follow-up questions or prompts used by the interviewer to

guide the applicant’s descriptions of situations to provide scorable
elaboration of answers.
Behavioural Interviews
Behavioural Interviews
Tell me about a time when you were in charge of a team facing an
unexpected and particularly stressful situation. What was the
situation? What were your role and responsibilities? What did you do?
What were the outcomes?
Behavioural Interviews
Score Behaviour description Example of response
Describes a team situation that “I was the manager of a grocery store and it was the day
was not particularly difficult or before a provincial holiday, which meant more customers
stressful. The applicant than usual. Some employees were overwhelmed, so I
1 struggled acting as a leader, was decided to go help restock shelves. I also tried to help
overwhelmed with stress, and customers find what they were looking for. When we closed
was unable to effectively deal at 10 p.m., everyone was exhausted but I told the team they
with the situation. could rest the next day.”
“I was the manager of a grocery store and it was Christmas
Describes a team situation that
Eve, which means a pretty busy day for the store and a
was only moderately difficult or
stressful day for the staff. I asked floor employees to restock
could have been anticipated.
shelves regularly, and cashiers to work 30 percent faster than
2 The applicant tried to lead the
usual. I helped with cash registry and inventory when I could.
team, deal with the stress,
When we closed at 10 p.m., everyone was exhausted but I
and/or competing requests, but
thanked the team for their hard work and told them to enjoy
ultimately was not very effective.
the next day off.”
Behavioural Interviews
Score Behaviour description Example of response
“I was the manager of a grocery store. An employee told me
Describes a relatively difficult about a bigger-than-expected winter storm that was coming.
team situation that was not easy That meant a pretty busy day for the store. I talked to all floor
to anticipate. The applicant employees and motivated them to restock shelves more
demonstrated some leadership, regularly. I called part-timers to ask who could come to help
3
attempted to prioritize activities, with the inventory. I also called headquarters to request an
and handled the stressful extra delivery. In the end, the store was very busy and there
situation. The team outcome were long lines at the cash registers, but the staff worked
was positive but not optimal. hard and customers could find the key products they
needed.”
Behavioural Interviews
Score Behaviour description Example of response
“I was the manager of a grocery store. I was following the
Describes a difficult team news and heard about an upcoming winter storm that was
situation that was very complex much bigger than expected. That meant a lot of customers
to anticipate. The applicant coming to stock-up before end of day. I organized a staff
demonstrated clear leadership meeting, provided instructions to everyone so that shelves
4
skills, an ability to prioritize were restocked regularly. I called part-timers to ask who
activities, and to manage their could come to help with cash registers and inventory. I called
stress. The outcome was headquarters to request an extra delivery. In the end, the
generally positive. store was very busy all day but we managed to restock fast,
and customers could find what they needed.”
Behavioural Interviews
Score Behaviour description Example of response
“I was the manager of a grocery store. Environment Canada
announced a major unanticipated winter storm. That meant
Describes a high-pressure
a lot of customers coming to stock-up before the store closed
situation that the team could not
at 10 p.m. I organized an emergency staff meeting, provided
have anticipated. The applicant
clear instructions to floor employees so that restocking
demonstrated exemplary
shelves was the top priority. I called-in two extra part-timers
5 leadership skills, effectively
to ensure all cash registers were open and one other to help
prioritized activities, and helped
with inventory. I looked-up the inventory and was able to get
the team overcome stress. The
an extra delivery for some products, using my connections
outcome was positive for all
with local suppliers. In the end, the store was very busy but
parties involved.
we managed to restock all day long, and customers were
extremely satisfied.”
Effectiveness of Situational and
Behavioural Interview
Questions
Meta-analyses have obtained mean criterion validity coefficients
ranging from 0.23 to 0.29 for the SI and from .18 to .31 for the BI
Overall, validity coefficients for the SI and BI seem to be reasonably
similar
The BI seems best suited to the selection of candidates who have had
prior work experience (especially in related areas of work)
Experience-Based
Interviews
An experience-based interview assesses applicant qualifications, such as
work experience and education, using job knowledge or work sample
questions.
A related approaches involve role-playing or walk-through interviews.
Technology and
Interviewing
Face-to-face interviews are the preferred format with most employers
◦ many organizations also rely on various forms of technology-mediated
interviews

Technology-mediated interviews
◦ forms of interviews that do not rely on an in-person, face-to-face interaction,
but are conducted over a long distance (e.g., telephone interviews,
videoconference interviews) or rely on video recording (e.g., asynchronous
video interviews)

Technological progress has made videoconferencing tools like Skype,

Facetime, Google Hangout, or Zoom more easily accessible
Asynchronous Video
Interviews (AVIs)
Technology-mediated interviewing involves the use of asynchronous
video interviews (AVIs)
Applicants do not directly interact with an interviewer, but log into an
online platform, read interview questions, and record short video
responses to the questions
AI and Automated
Assessments
Artificial Intelligence and Automated Assessments
◦ organizations use one set of data to “train” the machine to identify patterns
of data that are consistently associated with more positive interview ratings
◦ this leads to developing a computer algorithm, which is then used in a
second phase to automatically assess a new set of data (e.g., assign scores to
new applicants completing an AVI)
Puzzle Interview
Question
Usually, unstructured interviews that ask applicants to solve puzzles or
unusual problems
◦ do not use formal scoring keys and the less solvable problems are difficult to
score

You have 3 switches in a room. One of them is for a bulb in next room.
You can not see whether the bulb is on or off, until you enter the room.
What is the minimum number of times you need to go into the room to
determine which switch corresponds to the bulb in next room.
Speed Interviewing
Speed interviewing typically consists of a series of short (5–15 minute)
consecutive interviews.
◦ Used by recruiters who need to fill several positions quickly and cost-
effectively
◦ Ascertains a candidate’s fit with position requirements
◦ Predictive validity is relatively low (0.20)
Multiple Mini-Interviews
(MMI)
Speed interview where applicants participate in a circuit of 12 eight-
minute interviews with 12 different interviewers at 12 different interview
stations
◦ used almost exclusively for admission to schools for the health professions
◦ potential usefulness for employee selection in organizations in general
◦ useful when an organization needs to interview many applicants in a short
time
Wild Card Interview
Questions
If you could have dinner with anyone from history, who would it be, and
why?
What did you want to be when you were 10 years old?
What would I find in your refrigerator?
If you could be a superhero, what would you want your superpowers to
be?
If you could compare yourself with any animal, which would it be and
why?
If you were a car, what kind would you be?
If you were a Star Wars character, which one would it be?
Designing Interview
Questions
The most common item-generation techniques are based upon critical
incidents derived from job analysis.
Choice of situation versus behavioural questions.
Do not make the answer apparent in the question.
Do not ask leading questions.
Remember human rights when designing questions.
Develop a list of probes ahead of time; keep them limited to
clarification only.
Designing Rating Scales
to Score Interviews
an interviewing best practice is for interviewers to score the answer to
each interview question as soon as it is given
interviewer’s task is to compare the applicant’s response to the scoring
guide and assign an appropriate score
scores for each question should be combined at the end of the
interview to yield a total interview score
Class Activity:
Designing Interview
Questions
Create 5 questions for the role of entry level recruiter, based on your
knowledge of recruitment and selection thus far.
•One Behavioural question
•One Situational question
•One Experience-Based question
•One wild card/get-to-know-you question
•One question of choice
Chapter Summary
Employment interviews are the most popular selection procedure.
Interviewers’ behaviours can influence applicants’ behaviours and vice
versa.
Structured interviews are more predictive and potentially less biased
than unstructured interviews.
There are many choices of structured interviews; the choice should be
guided by the needs of organization and by resource availability.
Too long; didn’t read
•Need to understand the purposes and uses of employment interviews.
•Understand selection errors associated with traditional approaches to
employment interviewing.
•Grasp the elements of employment interview structuring in order to
succeed.
•Learn the advantages and disadvantages of the structured
employment interview.
•Essential to recognize the legal implications of the structured
employment interview.
Self Study
Chapter 9 Key Terms
behavioural interview serial interviews
dilemma situational interview
impression management speed interviewing
knowledge structures STAR technique
Multiple Mini-Interview structured interviews
panel interviews technology-mediated interviews
puzzle interviews unstructured interview
scoring guide
screening interviews