hrm section 4 interviewing

7/30/2019 HRM Section 4 Interviewing

http://slidepdf.com/reader/full/hrm-section-4-interviewing 1/41

HRM

INTERVIEWING

1



2HRM

Basic Features of Interviews

Interview

Structure

Interview

Administration

Selection

Interviews

Interview

Content



3HRM

Types of Interviews

Selection Interview

Appraisal Interview

Exit Interview

Types of Interviews



4HRM

Interview Formats

Unstructured

or

NondirectiveInterview

Interview

Formats

Structured

or

DirectiveInterview



5HRM

Interview Content

Situational

Interview

Stress

Interview

Behavioral

Interview

Job-Related

Interview

Types of

Questions



6HRM

Administering the Interview

UnstructuredSequential

Interview

Structured

Sequential

Interview

Panel

Interview

Mass

Interview

Phone and Video

Interviews

Computerized

Interviews

Web-Assisted

Interviews

Ways in Which

Interviews Can

Be Conducted



7HRM

What Can Undermine An Interview’s

Usefulness?

Nonverbal Behavior

and Impression

Management

Applicant’s Personal

Characteristics

Interviewer

Behavior

FactorsAffecting

Interviews

First Impressions

(Snap Judgments)

Interviewer’s Misunderstanding

of the Job

Candidate-Order

(Contrast) Error and

Pressure to Hire



8HRM7 –8

Designing and Conducting AnEffective Interview

The Structured Situational

Interview◦ Use either situational questions 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

Step 6: Conduct Interviews



9HRM

How to Conduct a MoreEffective Interview

1

2

3

4

5

Suggestions:

Prepare for the Interview

Structure Your Interview

Establish Rapport

Ask Questions

Close the Interview

6 Review the Interview



10HRM7 –10

Effective Interviews

Structure the Interview:

1. Use job knowledge, situational or behavioral questions, and objective criteria to evaluate interviewee’sresponses.

2. Base questions on actual job duties .

3. Train interviewers.

4. Use the same questions with all candidates .

5. Use descriptive rating scales (excellent, fair, poor) to rateanswers.

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.

10.Close the interview positively and review it soon.



11HRM

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?



12HRM

Suggested Supplementary Questions for Interviewing Applicants

1. How and why did you choose this line of work?

2. What did you enjoy most about your last job?

3. What did you like least about your last job?

4. What has been your greatest frustration or disappointment on your present job? Why?

5. What are some of the pluses and minuses of your last job?

6. What were the circumstances surrounding your leaving your last job?

7. Did you give notice?

8. Why should we be hiring you?

9. What do you expect from this employer?

10. What are three things you will not do in your next job?

11. What would your last supervisor say your three weaknesses are?

12. What are your major strengths?

13. How can your supervisor best help you obtain your goals?

14. How did your supervisor rate your job performance?

15. In what ways would you change your last supervisor?

16. What are your career goals during the next 1 –3 years? 5 –10 years?

17. How will working for this company help you reach those goals?

18. What did you do the last time you received instructions with which you disagreed?

19. What are some things about which you and your supervisor disagreed? What did you do?20. Which do you prefer, working alone or working with groups?

21. What motivated you to do better at your last job?

22. Do you consider your progress in that job representative of your ability? Why?

23. Do you have any questions about the duties of the job for which you have applied?

24. Can you perform the essential functions of the job for which you have applied?



13HRM

Interview Questions to Ask



HRM

PREPARING FOR THE

INTERVIEW

14



15HRM

JOB ANALYSIS◦ Recruitment specialists from within HR must understand

Duties & Responsibilities Education & Prior Experience

Reporting relationships including matrix reporting

Salary, Benefits, Location etc.

Growth Opportunities

Work Environment◦ Education & Prior Experience

Skills & Knowledge primarily required & why?

Can someone without these skills & knowledge be trained andbe useful in this role?

Is the background of the last incumbent influencing us? Are we compromising because we are in a hurry?

Are we violating any equal opportunity or other legal issueswhile creating the Job Description?



16HRM

JOB ANALYSIS◦ Education & Prior Experience

What demonstrated abilities/ Subject Matter expertise are welooking for?

In depth knowledge in _________ required

Extensive experience in _________ required

Knowledge of _______ would be an advantage

Proven track record of ______ needed

Educational Qualification? Can we do with less?

Trade off between educational qualifications/ work experience

Intangible Requirements like: Appearance, Assertiveness,Attitude, Creativity & Imagination, Initiative, Management style,Maturity, Personality, Responsiveness



17HRM

JOB ANALYSIS◦ Reporting Relationships

What position will this job report to? Direct & Indirect (Matrix)? What positions report directly and indirectly to this job?

Where does the job appear on the organization chart?

What is the relationship between this job and other jobs in thedepartment & organization?

These help in determining the personality traits desired

◦ Salary, Benefits, Location

What is the salary range for the job?

What is the applicant’s current salary?

Is it close to the maximum? Higher than the maximum?

Lower than the minimum?

Company’s policy regarding salary increases?

Salary break-up? Fixed/Variable/Monthly components/Annualcomponents? Taxable/Non-taxable? Monthly take-home?

Sign-on or Joining Bonus?



18HRM

JOB ANALYSIS◦ Salary, Benefits, Location

Explain the benefits in detail

Medical Insurance/Life Insurance Vacation days

Hard Furnishing/Soft Furnishing

Superannuation, ALSA

Flexi Package

Car, Petrol, Driver’s Salary, Maintenance etc. Leave Travel Allowance

ESOP

Legal benefits like PF, FPS, Gratuity etc.

Geographic Location including location within a city

Transferability between locations

Relocation Expenses reimbursements

Travel Policies and Frequency of Travel

Reimbursement of Travel Expenses

Use of Own transport and Company Transport for local travel

Schedules



19HRM

JOB ANALYSIS◦ Growth Opportunities

Frequency of performance Appraisals

Salary Reviews and increases

Policies regarding Promotions

Growth within the department and within the organization

IJP Policies

Training for new roles◦ Work Environment

Physical Working Conditions

Safety regulations & Policies

Do not hide unpleasant aspects of working conditions

If possible show the applicant the location Dress Code



20HRM

JOB DESCRIPTION

While preparing for an interview the job description has to

be conveyed to the interviewee clearly and unambiguously◦ Arrange the duties & responsibilities in a logical sequential

order

◦ Avoid generalizations or ambiguous words

◦ List the main tasks

◦ Use Non-technical language

◦ Use specific examples of duties

◦ Indicate the frequency of occurrence of each duty

◦ Do not refer to specific people even if the applicant knowsthem

◦ Indicate equipment, machinery to be used

◦ Working Conditions and Environment



21HRM

THE RIGHT FIT Right fit evaluation:

◦

Identifying what the candidate has accomplished either at past jobs or through performance of relevant non-job-specifictasks

◦ What the person is willing to do the tangible skills and abilitieshe has

Ask questions as to how he would use his skills in the job he isbeing considered for

◦ The intangibles

Willingness to accept criticism

Ability to function in a different job environment

Disposition toward working with others whose approach to problem

solving may differ from their own Interest in learning from such colleagues/ seniors

Ability to work as part of a diverse team

Degree of Flexibility and ability to adjust to sudden changes

Knack for multitasking



HRM

THE INTERVIEW

PROCESS

22



HRM

The Interview Process

• Pre Interview• The preparation checklist – step by step instructions for preparing for the interview

• Selecting a venue

• Informing Reception

• In case of an unanticipated delay the reception should takecare of the candidate and offer him tea, coffee, water etc.

• Prepare a Competency grid indicating which interviewer to

cover which competency



HRM


Opening the Interview◦ Greet the candidate & put him at ease

Introduce yourself by giving your name & position

State that you appreciate the candidate’s interest in the position &

organization and thank him for sparing his time

◦ Explain the Interview’s purpose

Both of you a chance to get acquainted

Help you learn more about the candidate’s background & experience

Help the candidate understand the position & organization

◦ Describe the interview plan by explaining that

Review the candidate’s qualifications & experience

Provide information on and answer questions about the position and

organisation



HRM


Key background Review◦ Application Materials Review

◦ Educational Background

Check for Gaps

◦ Jobs/experience

Review the information provided and seek clarity on any area where

you need more information

Check for Gaps

If any period is listed as Consultant or self employed seek details



HRM


Planned Behavioural Questions◦ Validation of Competencies using the STAR technique

◦ STAR

The Situation or Task the candidate faced

The Action the candidate took

The Result of the Candidate’s actions

◦ Here we are looking for past performance/experience data only

Do not ask futuristic questions

Ask questions that will yield behavioral information under each target

competence

Ask follow up questions to pin down STARs

The competencies being looked for have to be derived from the Job

Description

◦ Follow it up with Motivational Fit Questions



HRM


Closing the Interview◦ Review to check if you have left out anything

Ask additional questions if necessary

◦ Provide information on the position, organization, location and

answers to any questions the candidate may have

◦ End the interview by explaining the next steps and thanking the

candidate for his time



HRM


After the Interview◦ Check the notes you have made and compile them properly

◦ Rate the candidate in the competencies that you have verified

◦ Decide on the next step – whether someone else has to interview

◦ If some STAR’s need to be validated in the follow up ref check, make

a note of them



29HRM

Behavioral Questions – the STAR

Situation or Task◦ It is the background or context in which the candidate took the

action

◦ Situations are tasks are created by occurrences such as :

Changes in the candidate’s job responsibilities or work processes

Demands made by a Manager or Customer Challenges in meeting a deadline

Challenges in getting along or getting work done by a colleague

Etc.

◦ Examples

The Customer wanted a change in the packaging and we had justlost our packaging design guy and his replacement had not joined

For two months after the earthquake, calls to our Insurance Officetripled



30HRM


Actions◦ What the candidate said or did and how he said or did.

◦ Actions are at the heart of the STAR because they show us theCandidate’s behavior

◦ Actions may include:

The steps taken in completing a work assignment

How he planned out the work for a particular project

What he did to meet a tough deadline or avoid costly delays

What a person said to cause a colleague to become angry

◦ Examples

Suddenly everyone wanted to buy extra homeowner’s insurance.With no time to hire and train extra representatives, I intiated aspecial bonus program for all employees to help in selling – thisincluded admin. people, receptionists, and everyone in the salesforce



31HRM


Results◦ Results are the effects of the candidate’s actions. They tell

us what changes or differences the person’s actions madeand whether the actions were effective and appropriate

◦ Example:

Even though everyone worked lots of nights and weekends, noone ever got burned out. Everyone felt appreciated and no oneseemed to mind making some extra money. And we reallycelebrated when our office topped the sales for the quarter



32HRM


The behavioral questions have to be pre-planned to bringout STARs in each competency area

If the questions do not yield a STAR, then use follow up

question

◦

At times you will get STA but not R. You should then askwhat results came out of his action.

◦ Even if the result was negative it is a complete STAR.

◦ On receiving a negative R, you can ask a question on howhe would handle it differently if faced with a similar S or T

Do not allow futuristic answers to start with.



33HRM


FALSE STARs◦ Statements with lots of glitter but no substance

◦ Three Basic Types of false STARs

Vague Statements that might sound good but provide no specificson what he actually did

Opinions – these are his personal beliefs, judgments, or views whichtell us how he feels but provide no information on what he did – nobehavior

Theoretical or future-oriented statements – what he would do orlike to do or would have done but not what he has actually done



34HRM


FALSE STARs◦ Vague

I usually had no problems with the doctors. Some of my colleagues did but I got along well with them

When it looked like we wouldn’t make our deadline, we all pitched in and got it done

I always take time to find out what the customer wants and I have made a lot of customers happy that way

◦ Opinion

I think coaching is the most important skill a leader can have. It seperates great leaders from average ones

I think if you ask any of my colleagues, they would say that I am a team

player

I have to say : my enthusiasm helped to keep the people working with me motivated



35HRM


FALSE STARs◦ Future oriented

If it had been my decision, I wouldn’t have started the work until I had approval on the design specifications

I would take all the support staff and assign them to project teams

I plan to get started on an advanced degree next year

Partial STARs◦ Not all of S/T, A and R covered, e.g.

I was part of the negotiating team for my department when we negotiated our last contract. Let me tell you, the bargaining on this

one was tough; no one wanted to give us an inch. But in the end we got them to agree to most of our demands

- A Partial STAR that needs Action



36HRM


Partial STARs With the changes in technology, it looked as if our software package

was going to be obsolete in six months, so I started to look for a replacement. I read up all the available programs and tested most of them

- A Partial STAR that needs Result

When I took up the job, there was no system for recording customer complaints. So I made an easy-to-use form on the Computer and showed everyone how to use it

- A Partial STAR that needs Result

When I got to work there were two busloads of senior citizens in the

lobby waiting to be registered, an half of the staff hadn’t shown up.It took me almost two hours to straighten everything out, but finally I got everyone into his or her rooms

- A Partial STAR that needs Action



37HRM


◦ Tips for handling STARs

Actions also can be inactions – what a person did say or do in a certainsituation

It does not matter in what order we get the STAR parts – sometimesthey come as RATS or ARTS. We have got to make sure we get them all

Stay out of “would”s – future oriented False STAR

When a candidate uses words like “typically”, “generally” or “usually”, he

is probably giving a vague false STAR. We need to know what he did in aspecific situation, e.g., how he handled a particular customer.

Any action description which is group oriented like “we”, “the team” or“our unit” also might be vague. We need to know what the candidatedid.

The tense of the verb is normally a determinant of the type of STAR. A

complete STAR will always be in the past tense – “ The equipmentmalfunctioned”, “ I did”, “I decided”, “Two people quit as a result”.Present tense or future tense is normally a false STAR, e.g., “This way itworks out well”, “The way I handle that”, “I plan to”, “I will”



38HRM

Interviewing for Motivational Fit

◦ Motivational Fit is defined as the extent towhich acivities and responsibilities, theorganization’s mode of operations andvalues, and the community in which theindividual will live and work are consistentwith the type of environment that providespersonal satisfaction; the degree to which

the work itself is personally satisfying



39HRM


◦ Satisfaction & Overlap – We need to know whether there is

sufficient overlap between what a person likes and what isavailable in the job to keep him satisfied

◦ There are three sub competencies within motivational fit

Job Fit – If people enjoy certain responsibilities and activitiesthat are critical to successful performance, they are most likely

to repeat them over time Organization Fit – this focuses on the organization’s values &

operations.

Location fit – Both the City/Town as well as area within.

◦ Workforce Diversity & Motivational Fit

In a diverse workforce situation people have more obviousdifferences which make each of them unique

Good motivational fit does not mean “looks and acts like me”.Valuing the differences and making diverse people complementeach other creates better groups



40HRM


◦ Although interviewing for motivational fit seems

complicated , it can be simplified by looking fortwo key pieces of information When the candidate was most satisfied or dissatisfied

with his work in the organization

Specifically what was satisfying or dissatisfying◦ We should keep our eyes and ears open to a

candidates responses in other questions/sections of the interview for possible motivational fit or the lackof it

◦ Rather than interviewing for STARs, we need to findwhen, what and why a candidate found a role, task orsituation satisfying or dissatisfying



HRM


When – Begin by asking the candidate to identify a time

when he was most or least satisfied with the work What – Continue by asking the candidate to describe what

he was doing or experiencing that made him feel satisfiedor dissatisfied

Why – Complete the questioning by asking why the

situation was satisfying or dissatisfying.◦ Sample Questions

Describe an aspect of your job that you find especially motivating

Tell me about a time when you found the environment highly motivating; please describe ithat environment in detail

What have you done to improve the motivational level of your team members?

hrm section 4 interviewing

Documents