Interview Strategies

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					            Reliable and valid selection

Interview Strategies
    The   stress interview
    The   frank and friendly interview
    The   conspiratorial strategy
    The   sweet and sour strategy
    The   sell and tell strategy
    The   tell and listen strategy
Recruitment & Selection

                We need a selection
                criteria and a good
                variety of questions
                   …. OK Bozo
The stress interview
                            Requires skilled
   Shows applicants
    reactions under
                            May alienate the
    stress                   applicant
   Can be suited to        Is not relevant to
    high pressure jobs       many positions
   High validity           May give the
                             company a poor
The structured interview

     Advantages          Disadvantages
    Consistency            Can lack flexibility
    Reliability            Interviewer may
    Time efficient          dominate
                            Applicant may be
    Easier applicant        overwhelmed by
     comparison              questions
    More professional      Sometimes hard to
    All areas covered       answer
The unstructured interviewed
    Advantages           Disadvantages
   Applicant may be        Harder to control
    more relaxed            May miss important
   Can be tailored to       areas
    the individual          Harder to compare
   Easier to probe          applicants
Effective interviewing
    Know the job
    Know the personal attributes, experience,
     skills and qualifications needed
    Review the resume or application form
    Set specific objectives
    Create a good interview environment
    Plan the interview procedure
    Beware of prejudices
    Don’t make snap decisions
    Follow up the interview
    Maintain or enhance self-esteem
    Questioning Skills
   Closed questions
    ◦ Elicit yes/no or brief factual answers
    ◦ e.g.. do you have a drivers license?
   Open ended questions
    ◦   Require answers with more detail
    ◦    e.g. how did you achieve these results? Or
    ◦   What kind of responsibilities did you have?
    ◦   Why did the incident occur?
    Questioning skills
 Probing   questions
 ◦ As a counter to a closed or general
   answer can be used to elicit further
   information, e.g.
    First question – “ How did you react to the
    First answer – “Fine”
    Probing question – “ how did the
     organisational changes affect your work
Behavioural Interviews or
Targeted Selection
 Past behaviour predicts future performance
 Critical competencies
 Standardised behavioural questions
 Practical rather than hypothetical questions
 Example: tell me a time when you were
  working with a co-worker who was performing
  below standard. How did you deal with this
  person. What was the eventual outcome of
  your intervention?
Questioning skills
              Questioning strategies
   Decide on the order of questions in
   Pace the interview and a maintain control
   Start with easier questions
   Focus on the selection criteria
   Move from general to the specific
   Complete one topic (criteria) at a time
   Take notes
     Interview techniques

   Ask open questions
   Avoid closed questions
   Ask clear questions
   Avoid ambiguous or leading questions
   Ask relevant questions
   Ask one question at a time
    Common interview problems

   Poor planning
   Lack good selection
   Lack of organisation
   Lack of foresight
   No logical sequence
   Inability to select what is relevant
What distractions can occur?

 Outside disturbances
 Concentrating on what
  to say rather than listening
 Selective attention
  (we choose to not hear
  something we don’t want to)
 Underdeveloped listening and
  questioning skills
Blockers to effective listening
   “I already know what you are going to say”
   “I’ll get my response ready”
   “I’m waiting to get my next question in”
   Hurry up, I don’t have much time.”
   “I’m not going to change my mind”
   “This is what you should do”
   “I have no interest in what you are saying”
   “What impression am I I making here”
   Pseudo listening
Non-verbal Communication

Perceptions are created
first impressions through
 Gestures
 Cloths and belongings
 Linguistics
 Emotions
 Posture and body movements
 Facial expressions
 Eye contact

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