Conducting Effective
Interview
Prepared by:
Annabelle R. Gako
Janice Jade Gelle
Johanna Sacal
What is an interview?
• An interview is a face – to – face meeting between the
candidate ad the interviewer or a panel of interviewers.
• The interview is intended to be an exchange of
information, not an interrogation.
What is the purpose of an
interview?
To allow the organization to assess the suitability of the
candidate for the vacancy in question; and
To allow the candidate to assess the suitability of the
vacancy and the organization for him or herself.
Types of Interviews
Structured Interview Situational Interview
Uses a set of standardized A structured interview that is
questions that are asked of all composed of questions about
applicants. Every applicant is how applicants might handle
asked the same basic specific job situations.
questions, so that comparisons
can be made more easily.
Types of Interviews
CONTINUATION
Behavioral Description
Nondirective Interview
Interview
Interview in which applicants Interview that uses general
give specific examples of how questions, from which other
they have performed or questions are developed.
handled problems in the past.
Types of Interviews
CONTINUATION
Stress Interview Panel Interview
Interview designed to create Interview in which several
anxiety and put pressure on an interviewers interview the
applicant to see how the person candidate at the same time.
responds.
Interviewing Basics
Planning the Interview Controlling the Interview
Selecting the time and place for the If the interviewer does not control the
interview. interview, the applicant usually will.
Sufficient time should be allocated so includes knowing in advance whControlat
that neither the interviewer nor the information must be collected.
interviewee feels rushed. Systematically collecting it, and stopping
when that information has been
A private location is important, so that collected.
both parties can concentrate on the
interview content. Having control of the interview does not
mean doing extensive talking.
The interviewer should review the
application form for completeness and
accuracy before beginning the interview.
The Seven Steps in Conducting and
Interview
1 Put the applicant or interviewee at ease.
2 Explain how the candidate and the organization can benefit from an open interview.
3 Explain areas that will be covered during the interview.
4 Ask questions that elicit answers to the dimensions in each area.
5 Describe the job and the organization.
6 Ask the candidate if he or she has any questions.
7 Close the interview.
What Should be Evaluated in an
Interview?
PERSONAL or
COMMUNICATIONS INTERPERSONAL
MOTIVATIONAL
Sensitivity
Listening Job Motivation Leadership
Oral Communication Work Standards Tenacity
Oral Presentation
Initiative Persuasiveness
Written Communication
Tolerance for Stress Integrity
What Should be Evaluated in an
Interview? CONTINUATION
KNOWLEDGE OR
DECISION MAKING MANAGEMENT
SKILLS
Planning and Organizing
Analysis Career Objective Delegation
Judgement Career History
Control
Decisiveness Technical Proficiency Development of his or
Technical Knowledge her Team
Meeting Standards
Process Operation
Do’s
Introduce yourself. Say what position you hold and how it is relevant to the position
1
for which you are interviewing.
2 Explain the format of the interview.
Listen. Listen to what the candidate is not saying as well as to what he or she is
3
saying. Encourage the candidate by your body language: look interested, nod, etc.
4 Ask open – ended questions, keeping them short and specific.
5 Offer the chance to ask questions and take notes.
Press the interviewee for a specific answer if he or she appears to be avoiding a
6 question.
Pause. If there is a gap after an answer, don’t rush to fill it. If you
7 remain silent the candidate will often go on to offer further information
which may not otherwise come to light.
Don’ts
1 Ask “Yes or No” questions.
2 Take notes immediately after the candidate has made a slip up.
3 Ask for information which is on the CV unless you need the candidate to expand it.
4 Make assumptions or guess answers.
5 Criticize.
6 Be aggressive, you will rarely see the best side of a candidate by being aggressive.
7 Ask overtly complicated or gimmicky questions.
Questioning Techniques
GOOD QUESTIONS
1 Questions that investigate the past performance in order to predict the future
performance.
Ask Open ended questions directed toward a particular goal. A open – ended
question is one that cannot be answered yes or no. Who, What, When, Why,
2 Tell Me, How and Which are all good ways to begin questions that will produce
longer and more informative answers.
Example:
“What was your attendance record on your last job?” is a better
question than, “Did you have good attendance on your last job?”
Questioning Techniques
POOR QUESTIONS
1
Questions that rarely produce a true answer.
Example:
“How did you get along with your coworkers?” This question is almost
inevitably going to be answered. "Just fine.”
2
Leading questions: A leading question is one to which the answer is obvious
from the way that the question is asked.
Example:
“You do like to talk to people, don’t you?”
Answer: “Of course!”
Questioning Techniques
POOR QUESTIONS
3
Illegal Questions: Questions that involve information such as race, age,
gender, national origin, marital status, and number of children are illegal. They
are just as inappropriate in the interview as they are on the application form.
4
Questions that are not job related: All questions asked should be directly
related to the job for which the interviewee has applied.
5
Obvious questions: An obvious question is one for which the interviewer
already has the answer and the applicant knows it.
Problems in the Interview
Inexperience of the interviewers
Asking discriminatory questions
Snap judgements
The Halo Effect
The Horns Effect
Stereotyping
Biases
Tips to Avoid Interview Problems
Ensure a clear job description has been defined and clear
criteria set.
Ensure the interviewing staff have been trained or otherwise
prepared.
Ensure that interviewers are aware of criteria being used.
Ensure all candidates are asked the same questions about
matters that might create a problem, e.g. overtime or travel
commitments.
Do not ask questions which are based on stereotyped
assumptions.
Interview Questions
GENERAL QUESTIONS WORKING WITH OTHERS
What are your strengths and weaknesses? What kind of people do you like to work with?
Why did you leave your last job? Tell me a bout a conflict with a fellow worker –
how was it resolved?
Why should we hire you?
Describe your management style.
What is most important to you in a job?
How do others see you?
What questions do you have for me?
What three words describe you?
QUESTIONS ABOUT MOTIVATIONS
What have you done that shows initiative?
What career objectives have been met?
How do you measure success?
What rewards mean most to you?
What projects make you excited?
Interview Questions
INTEGRITY INDICATORS PROBLEM SOLVING
Tell me about a time when you were not What is the most creative work related idea
honest. you have had?
How would you react if you were asked to
Describe a difficult problem you faced and
do something unethical?
solved.
If you saw a coworker doing something
dishonest, what would you do? What approach to problem solving works
best for you?
When did you last break a rule?
When I call your previous employer, what
will they say about you?
SOURCES
• Ahmed Seraj
• [Link]
• [Link]
effective-interview-8393113
• [Link]
pointers/interviewing/interview-types/