Presented by the
Idaho National Guard
Human Resource Office
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• Section 1: Overview of Structured and Unstructured
Interviews
• Section 2: Developing a Structured Interview
• Section 3: Conducting a Structured Interview
• Section 4: Evaluating a Structured Interview
• Section 5: Tips to Avoid and Tips to Do for an
Effective Interview
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Structured Interview
•All candidates are asked the same questions in the same
order.
•All candidates are evaluated using a common rating scale.
•Interviewers are in agreement on acceptable answers.
Unstructured Interview
•Candidates may be asked different questions.
•A standardized rating scale is not required.
•Interviewers do not need to agree on acceptable answers.
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• All questions are developed by Subject Matter
Experts (SMEs) based on job-related competencies
• A panel of trained interviewers takes detailed notes
on candidates’ responses
• All responses are evaluated using the same rating
scale and standards for acceptable answers
• Validity Allows the structured
• Reliability interview to meet legal
and professional
• Fairness
standards for an
• Practicality assessment method
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Eight Key Steps
1) Conduct/Review Job Analysis Material
*Review the job tasks and responsibilities
*Obtain confirmation from SMEs
*Identify the competencies that are required upon entry
2) Determine the Competencies to be Assessed
*Teamwork
*Oral Communication
3) Develop the Interview Questions *Interpersonal Skills
*Reflective of the job and tied to *Conflict Management
competencies identified through
the job analysis *Influencing/Negotiating
*Open-ended Try the STAR Model
*Clear and concise • Interview questions should elicit three important
pieces of information from the candidate:
• Situation or Task: Describes the context or
background for the event of the tasks involved
• Action: Describes exactly what was done or what
would be done
• Result: Describes the consequence of the
candidate’s actions
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4) Develop the Probe Questions
*Do not use leading probes that convey the answers
*Do narrow in on the candidate’s specific roles and actions
*Seek clarification when candidates say “we did…” or “our group…”
- Do Seek clarification when candidates are vague
- Do ask open-ended questions unless looking for a yes/no
response
5) Develop the Rating Scale
*Decide on one proficiency level range for all competencies
*Typically it is best to have 3 levels; (see Table next slide 5 levels)
(e.g., unsatisfactory, satisfactory, superior)
*SMEs individually determine how employees at each proficiency
level rated
*SMEs discuss these example responses and reach consensus on the
most representative responses for each proficiency level
*Use any and all hypothetical responses as a general guide to match the
candidate’s response with a proficiency level
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6) Pilot test the questions and interview process
• Determine how many interviewers will be on each panel
• Determine how final ratings will be determined
- (e.g., consensus, majority, average)
7) Develop an Interviewer’s Guide
• General Instructions about the Interview Process
• Definitions of Competencies Being Assessed
• Questions and Rating Scales with Example Responses
• Example Probes for Each Question
• General Interviewing Tips and Practices to Avoid
8) Document the Development Process
• Descriptions (e.g., name, job title, level of expertise) of all participants
• Interview development materials (e.g., reference materials, manuals)
• A description of the development of the interview, including the job analysis
and the question and rating scale
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Interviewers Need To:
• Create a comfortable atmosphere
• Provide all candidates the same
for candidates
opportunities to excel
• Be good and unbiased listeners
• Be organized and prepared for every
• Take comprehensive notes interview
• Remain objective and fair during • Look and act cordial, interested, and
evaluations professional
• Treat all candidates the same
Prior to the interviews, all interviewers should have and review
• Interviewer’s Guide
• Forms with competencies, definitions, and questions
• Individual rating forms with example responses
• Consensus rating form, if applicable
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All candidates should be considered for the
same amount of time
• Introductions and instructions
• Responses to each question
• An informal discussion
about the position and for
the candidate to ask
questions
• Evaluating each candidate, Upon arrival of the candidate, the
including individual and chairperson
consensus ratings
• Greets the candidate
• Ensure the interview
location is quiet, • Leads the candidate to the
comfortable, non- designated
threatening, and easily interview location
accessible • Initiates introductions
• Explains the interview process; this
• Candidates waiting to be
may include a written description
interviewed should not
be allowed to converse • Asks the candidate if he/she has any
with those who have questions
already been • Formally begins the interview
interviewed
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Conducting the Interview: Questioning
• Interviewers ask only their
assigned questions, in
order
Interviewers should never ask questions about
• Probes may be used if
or make comments about a candidate’s:
necessary to clarify a
response, get a candidate • Age
back on track, or obtain • Sex
additional information • Race
• Make sure that your • National origin
style of questioning, • Religion
body language, and • Marital or familial status
probes do not
• Disabilities or health status
convey socially
desirable responses • Or any other job-irrelevant factor
Interviewers should focus on taking detailed notes of candidates’ responses and making eye contact
In the event of an appeal, notes can be reviewed and may serve as the basis for upholding or
overturning a rating
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1. Maintaining Control
• The chairperson ensures the
2. After the candidate has answered all of the questions,
interview stays on topic and within
time constraints the chairperson concludes the interview by
• The chairperson may need to • Thanking the candidate
make polite and tactful
• Explaining the next steps in the hiring process
interruptions:
• To control the pace of the
interview
• If a candidate is talking too 3. Making Individual Ratings
much
**Immediately following the interview, interviewers should read their notes to
• If a candidate goes off topic
one another on the candidate’s responses:
• Reviewing the competency definition and associated question
• Reviewing the example responses for each proficiency level
• Reviewing notes for each question
• Choosing the most appropriate rating
• Signing and dating the rating form
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• Rater bias
• Interviewers should refrain from considering any non-
performance related factors when making judgments
• “Similar to me”
• Giving higher than deserved ratings to candidates who
appear similar to you
• “Halo” effect
• Allowing ratings of performance in one competency to
influence ratings for other competencies
• Leniency/Strictness
• A tendency to give high/low ratings to all
candidates, irrespective of their actual
performance
• Central tendency
• A tendency to rate all competencies at the middle
of the rating scale (for example, giving all “3s” on
a 5-point scale)
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• Know the competencies being assessed, the questions,
and the rating scale with example responses
• Focus on the candidate’s responses (not on the candidate)
• Take detailed notes on the responses (not on the candidate)
• Compare the candidate’s responses to the example responses
for each proficiency level
• Objectively rate the candidate
• Build a positive atmosphere
• Ensure a positive atmosphere
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