Interview Content

We can also classify interviews based on the “content” or the types of questions interviewers ask.
Many interviewers ask relatively unfocused questions, such as “What do you want to be doing in 5
years?” Questions like these generally do not provide much insight into how the person will do on
the job. That is why situational, behavioral, and job-related questions are best.

In a situational interview, you ask the candidate what his or her behavior would be in a given
situation. For example, ask a supervisory candidate how he or she would act in response to a
subordinate coming to work late 3 days in a row.

Situational questions start with phrases such as, “Suppose you were faced with the following
situation….

What would you do?”

In behavioral interviews, ask applicants to describe how they reacted to actual situations in the past.

Behavioral questions start with phrases like, “Can you think of a time when…. What did you do?” In
one variant, Vanguard uses an interviewing technique it calls STAR. Vanguard managers ask
interviewees about a particular situation (S) or task (T) they faced to uncover the actions (A) the
candidates took, and the results (R) of their actions. Behavioral interviews are increasingly used.
Job Related – In a job-related interview, the interviewer asks applicants questions about job-relevant
past experiences. The aim of asking these questions is to draw conclusion on the ability of the
candidate to handle job knowledge question the position the applicant applies.

In a stress interview – the interviewer seeks to make the applicant uncomfortable with occasionally
rude questions. The aim is to supposedly spot sensitive applicants and those with low (or high) stress
tolerance.

Administering the Interview

Most selection interviews are probably still one-on-one and sequential.

In a one-on-one interview, two people meet alone, and one interviews the other by seeking oral
responses to oral inquiries. Employers tend to schedule these interviews sequentially.

In a sequential (or serial) interview, several persons interview the applicant, in sequence, one-on-
one, and then make their hiring decision.

A panel interview, also known as a board interview, is an interview conducted by a team of

interviewers (usually two to three), who together question each candidate and then combine their
ratings of each candidate’s answers into a final panel score. The panel format enables interviewers to
ask follow-up questions, much as reporters do in press conferences. This may elicit more meaningful
responses than a series of one-on-one interviews.

Employers also administer interviews in some more ways:

Phone Interviews – Employers also conduct interviews via phone. Somewhat counterintuitively,
these can actually be more useful than face-to-face interviews for judging one’s conscientiousness,
intelligence, and interpersonal skills. Because they needn’t worry about appearance or handshakes,
each party can focus on answers. And perhaps candidates—somewhat surprised by an unplanned
call from the recruiter—give more spontaneous answers.

Computer-Based Job Interviews – A computerized selection interview is one in which a job

candidate’s oral and/or keyed replies are obtained in response to computerized oral, visual, or
written questions and/or situations.

Online Video Interviews – With phone and tablet video functionalities and FaceTime™ and Skype™,
Web-based “in-person” interview use is widespread; about 18% of candidates took such interviews
in one recent year. With the Interview Stream 360 Video Practice Interview System, college career
centers and outplacement firms can have students or job seekers record interviews for their own
development and for prospective employers.

What Can Undermine An Interview’s Usefulness?

First Impressions (Snap Judgments) – Probably the most common error is that interviewers tend to
jump to conclusions—make snap judgments—about candidates during the first few minutes of the
interview (or even before the interview starts, based on test scores or résumé data). First impression
bias is the primary cause of most hiring mistakes. Why? Because when we feel good about someone
right away, we tend to ask easier questions. And when we feel negative right away, we ask more
difficult questions.
First impressions are damaging when the interviewers received prior information about the
candidate is negative. The interviewers will then evaluate the candidates based on the references,
rather than the candidate’s actual performance during the interview.

Not Clarifying What the Job Requires – Interviewers who don't have an accurate picture of what the
job entails and what sort of candidate is best for it usually make their decisions based on incorrect
impressions or stereotypes. You should clarify what sorts of traits you're looking for and why, before
starting the interview.

Candidate-Order (Contrast) Error means when an interviewer compares the candidate to other
candidates instead of evaluating the individual according to a set standard. For instance, a moderate
candidate may receive an outstanding evaluation if interviewed after several poor candidates.

The applicant’s nonverbal behavior (smiling, avoiding your stare, and so on) can also have a
surprisingly large impact on his or her rating. Interviewers conclude your personality from your
nonverbal behaviors in the interview.

Clever candidates capitalize on nonverbal behavior and impression management. One study found
that some used ingratiation to persuade interviewers to like them. Psychologists call using techniques
like ingratiation and self-promotion “impression management.”

Ingratiating is a psychological technique in which an individual attempts to influence another person

by becoming more likeable to their target.

Effect of Personal Characteristics: Attractiveness, Gender, Race – Unfortunately, physical attributes

such as applicants’ attractiveness, gender, disability, or race also may distort an interviewer’s
assessments.

Interviewer Behavior: Frequently, interviewers dominate the interviews (applicants have no time to
answer the questions); or they act like lawyer to look for hidden meanings everything the applicants
say.

When interviewers have favorable pre-interview impressions of the applicant, they tend to act more
positively toward that person.

How to Design a More Effective Interview

Design a Structure Situational Interview

Ideally, the basic idea is to write situational (what would you do), behavioural (what did you do), or
job knowledge questions, and have job experts (supervisor of the job) also write the answers for
these questions, rated from good to poor.

The procedure of designing a structured situational interview:

Step 1 : Analyse the job

-Write a job description with a list of job duties, required knowledge, skills and abilities, and other
qualifications.

Step 2: Rate the job’s main duties

-Rate each job duty, 1 to 5, based on importance to job success.

Step 3: Create interview questions

-Create interview questions for each of the job duties. Questions to include situational, behavioural,
and job knowledge.

Step 4: Create benchmark answers

-For each question, develop benchmark answers. Rating from 1 to 5 (poor to good).

Step 5: Appoint the interview panel and conduct interviews

-The panel usually consists of 3 to six panels, preferably the same ones who wrote the questions and
answers. It may also include the job supervisors.

-The panel generally review the job description, questions, and benchmarking answers before the
interview.

-All panel members record and rate the applicant’s answer on the rating sheet.

How to Conduct a More Effective Interview

There are 8 steps to take note.

Step 1 : Make sure you (interviewer) know the job

-Study the job description.

Step 2 : Structure the Interview

-Ask questions based on actual job duties.

-Use job knowledge, situational or behavioral questions.

-Use the same questions with all candidates.

-Use descriptive rating scales to rate the answers (excellent, fair, poor).

-Use a standardised interview form

Step 3 : Get organised

-Hold the interview in a private room where telephone calls are not accepted, to minimise
interruptions.

-Before the interview, review the applicant’s resume, application form.

Step 4 : Establish Rapport

-The main reason for the interview is to find out about the applicant. To do this, start by putting the
person at ease.

-Greet the candidate and start by asking non-controversial question, perhaps about the weather or
traffic conditions that day.

-Receiving applicants in a friendly and courteous manner are also important to safe guard the
company’s reputation.

Step 5 : Ask Questions

-Try to follow the situational, behavioural and job knowledge questions which prepared earlier.

-Do not telegraph the desired answer (You can take stress, can’t you?)

-Don’t interrogate the applicant.

-Don’t monopolise the interview nor let the applicant to so.

-Do ask open ended questions.

-Do ask for applicant’s opinions and feelings by repeating the person’s last comment as a question.

Issues to Consider with the Written Offer

There are several issues to consider with the written offer. Perhaps most important, understanding
the difference between a job offer letter and a contract. In a job offer letter, the employer lists the
offer’s basic information.

This typically starts with a welcome sentence. It then includes job-specific information (such as
details on salary and pay), benefits information, paid leave information, and terms of employment
(including, for instance, successful completion of job testing and physical exams).

There should be a strong statement that the employment relationship is “at will.” Then there is a
closing statement. This again welcomes the employee, mentions who the employer’s point person is
if any questions arise, and instructs the candidate to sign the letter of offer if it is acceptable.

It is prudent to have an attorney review the offer before extending it.

Step 6 : Take brief, unobtrusive notes during the interview

-Take notes, jotting down the key points of what the interview says.

Step 7 : Close the interview

-Leave time to answer any questions the candidate may have.

-Try to end the interview on a positive note. Tell the applicants whether there is any interest and, if
so, what the next step will be.

-According to researches, most of the companies are reluctant to provide detailed information if the
candidates are rejected. This is to avoid the arise of possible legal issues.

Step 8 : Review the interview

-After the candidate leaves, review the interview notes, score the interview guide answers, make a
decision.