HRM- Ch. 7

Behavioral Interview-

A series of job-related questions that focus on how the candidate reacted to actual situations in the past.

Situational Interview -

A series of job-related questions that focus on how the candidate would behave in a given situation.

Stress Interview -

An interview in which the applicant is made uncomfortable by a series of often rude questions. This technique helps identify hypersensitive applicants and those with low or high stress tolerance.

Designing the Structured Situational Interview

Step 1: Analyze the job. 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 conduct interviews.

A. The Toyota Way - this hiring process aims to identify such assembler candidates. The process takes about 20 hours and six phases over several days:

Step 1: an in-depth online application (20-30 minutes) Step 2: a 2-5 hour computer-baseds assessment Step 3: a 6-8 hour work simulation assessment Step 4: a face-to-face interview Step 5: a background check, drug screen, and medical check Step 6: job offer

2. Structure your Interview -

a) base questions on actual job duties; b) use specific job-knowledge, situational, or behaviorally-oriented questions and objective criteria to evaluate the interviewee's responses; c) use the same questions with all candidates; d) use rating scales to rate answers; and e) use a structured interview form.

Developing and Extending the Job Offer -

after all the interviews, background checks, and other tests, the employer decides who to make an offer to using one or more approach.

In job-related interviews, the interviewer asks

applicants questions about job-relevant past experiences.

7-1:A selection interview is a selection procedure designed to predict future job performance based on applicants' oral responses to oral inquiries; we discussed several

basic types of interviews.

1. Phone Interviews -

can be more useful than face-to-face interviews for judging one's conscientiousness, intelligence, and interpersonal skills.

7-5: After choosing which candidate to hire, the employer turns to

developing and extending the job offer.

1. Know the Job -

do not conduct an interview unless you know what KSAs you are looking for.

C.Profiles and Employees Interviews -

employers using competency models or profiles (which list required skills, knowledge, behaviors, and other competencies) can use these for formulating job-related situational, behavioral, and knowledge interview questions.

7-2:One reason selection interviews are often less useful than they should be is that managers make predictable

errors that undermine an interview's usefulness.

unstructured or nondirective interviews

generally have no set format.

In a situational interview, you ask a candidate what

his or her behavior would be in a given situation. .

7-3:The manager should know

how to design and conduct an effective interview.

Structured or directive interviews generally

identify questions ahead of time and may even weigh possible alternative answers for appropriateness.

B. Effect of Personal Characteristics: Attractiveness, Gender, Race -

interviewers have to guard against letting an applicant's attractiveness, gender, and race play a role in candidate ratings.

A. 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 suited for it usually make their decisions based on incorrect impressions or incomplete stereotypes of what a good applicant is.

2. Computer-Based Job Interviews -

is one in which the job candidate's oral and/or keyed replies are obtained in response to computerized oral, visual, or written questions and/or situations.

2. Close the Interview -

leave time to answer any questions the candidate may have and, if appropriate, advocate your firm to the candidate. Try to end the interview on a positive note.

1. Take Brief, Unobtrusive Notes -

notes will help the interviewer avoid snap judgments and remember more clearly what was discussed in the interview.

3. Review the Interview -

once the candidate leaves, and while the interview is fresh on the interviewer's mind, he/she should review his/her notes and fill in the structured interview guide.

A. First Impressions (Snap Judgments) -

one of the most widespread errors is that interviewers tend to jump to conclusions about candidates during the first few minutes of the interview.

employers administer interviews in various ways:

one-on-one, by a panel of interviewers, sequentially or all at once, computerized or personally, or online.

The statistical approach

quantifies all the evidence and perhaps uses a formula to predict job success.

The judgmental approach

subjectively weighs all the evidence about the candidate.

In a stress interview, the interviewer seeks to make

the applicant uncomfortable with occasionally rude questions.

A. Nonverbal Behavior and Impression Management -

the applicant's nonverbal behavior (smiling, avoiding your gaze, and so on) can have a surprisingly large impact on an applicant's rating. Impression management includes ingratiation, agreeing with the interviewer's opinions, and self-promotion to create an impression of competence are used by clever interviewees to manage the impression they present.

1. Get Organized -

the interview should take place in a private room where interruptions can be minimized. Prior to the interview, the interviewer should review the candidate's application and resume, as well as the job duties and required skills and traits.

3. Ask Questions -

the interviewer should follow the interview guide.

2. Establish Rapport -

the interviewer should put the interviewee at ease so he/she can find out the necessary information about the interviewee. Studies show that people who feel more self-confident about their interviewing skills perform better in interviews.

B. Candidate-Order (Contrast) Error and Pressure to Hire -

the order in which you see applicants affects how you rate them. Pressure to hire can undermine an interview's usefulness.

Behavioral interviews ask applicants how

they reacted to actual situations in the past

A. Building Engagement: A Total Selection Program -

this type of program aims at selecting candidates whose totality of attributes best fits the employer's total requirements.

7-4: High-engagement firms like Toyota use __________ to select employees.

total hiring programs

Avoiding Errors That Can Undermine an Interview's Usefulness - keep three things in mind:

use structured interviews, know what to ask, and avoid the common interviewing errors.

C. Diversity Counts: Applicant Disability and the Employment Interview -

what the disabled people prefer is a discussion that lets the employer address his or her concerns and reach a knowledgeable conclusion.

3. Web-Based Video Interviews -

with phone and tablet video functionalities and FaceTime and Skype, Web-based "in-person" interviews are widely used.