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Copyright © 2017 Pearson Education, Inc.
Part Two
Recruitment, Placement, and Talent Management
Chapter 7
Interviewing Candidates
Lecture Outline:
Basic Types of Interviews
Structured Versus Unstructured Interviews
Interview Content (What Types of Questions to Ask)
How Should We Conduct the Interview?
Trends Shaping HR: Digital and Social Media
Improving Performance: The Strategic Context
Avoiding Errors That Can Undermine an Interview’s Usefulness
First Impressions (Snap Judgments)
Not Clarifying What the Job Requires
Candidate-Order (Contrast) Error and Pressure to Hire
Nonverbal Behavior and Impression Management
Effect of Personal Characteristics: Attractiveness, Gender, Race
Diversity Counts: Applicants Disability and the Employment Interview
Improving Performance: HR Practices Around the Globe
Interviewer Behavior
How to Design and Conduct the Effective Interview
Designing the Structured Situational Interview
Improving Performance: HR Tools for Line Managers and Small Businesses
Profiles and Employee Interviews
Employee Engagement Guide for Managers
Building Engagement: A Total Selection Program
The Toyota Way
Trends Shaping HR: Science in Talent Management
Developing and Extending the Job Offer
Chapter Review
Where Are We Now…
The main topics we’ll cover in this chapter include types of interviews, things that undermine
interviewing, things that undermine interviewing’s usefulness, designing and conducting
effective selection interviews, using a total selection process to improve employee engagement,
and making the offer.
Chapter 7: Interviewing Candidates 7-2
Copyright © 2017 Pearson Education, Inc.
Interesting Issues:
When it comes to hiring, Urban Outfitters knows just what it’s looking for. The lifestyle retailer,
with over 200 stores in the United States, Canada, and Europe, built its strategy around fostering
a culture of creativity and individuality within its stores. That means that maintaining its unique
store environment requires employees that match its core values of community, pride, creativity,
and respect. The question is, how do you find and attract such applicants, while controlling
hiring costs in the competitive retail industry?
Learning Objectives:
7-1. List and give examples of the main types of selection interviews.
7-2. List and explain the main errors that can undermine an interview’s usefulness.
7-3. Define a structured situational interview and explain how to design and conduct effective
selection interviews.
7-4. Discuss how to use employee selection methods to improve employee engagement.
7-5. List the main points to know about developing and extending the actual job offer.
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Annotated Outline:
I. Basic Types of Interviews
A. Structured versus Unstructured Interviews – unstructured or nondirective interviews
generally have no set format. Structured or directive interviews generally identify
questions ahead of time and may even weigh possible alternative answers for
appropriateness.
B. Interview Content (What Types of Questions to Ask) – interviews can be
classified according to the nature or content of their questions, such as
situational interviews, behavioral, and job-related. In a situational interview,
you ask a candidate what his or her behavior would be in a given situation.
Behavioral interviews ask applicants how they reacted to actual situations in the
past. In job-related interviews, the interviewer asks applicants questions about
job-relevant past experiences.
1. Other Types of Questions – there are other, lesser-used types of questions.
In a stress interview, the interviewer seeks to make the applicant
uncomfortable with occasionally rude questions. Puzzle questions are also
popular.
C. How Should We Conduct 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.
1. Phone Interviews – can be more useful than face-to-face interviews for
judging one’s conscientiousness, intelligence, and interpersonal skills.
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.
Chapter 7: Interviewing Candidates 7-3
Copyright © 2017 Pearson Education, Inc.
3. Web-Based Video Interviews – with phone and tablet video functionalities
and FaceTime and Skype, Web-based “in-person” interviews are widely
used.
D. Trends Shaping HR: Digital and Social Media
E. Improving Performance: The Strategic Context
II. 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.
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.
B. 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.
C. 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.
D. 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.
E. 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.
F. 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.
G. Improving Performance: HR Practices Around the Globe
III. How to Design and Conduct the Effective Interview
A. 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.
B. Improving Performance: HR Tools for Line Managers and Small Businesses
How to Conduct an Effective Interview
1. Know the Job – do not conduct an interview unless you know what KSAs
you are looking for.
2. Structure your Interview – a) base questions on actual job duties; b) use
specific job-knowledge, situational, or behaviorally-oriented questions and
Chapter 7: Interviewing Candidates 7-4
Copyright © 2017 Pearson Education, Inc.
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.
3. 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.
4. 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.
5. Ask Questions – the interviewer should follow the interview guide.
6. Take Brief, Unobtrusive Notes – notes will help the interviewer avoid
snap judgments and remember more clearly what was discussed in the
interview.
7. 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.
8. 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.
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. Table 7-1 illustrates it.
IV. Employee Engagement Guide for Managers
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.
B. 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
C. Trends Shaping HR: Science in Talent Management
V. 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. The judgmental approach subjectively weighs all the evidence about the
candidate. The statistical approach quantifies all the evidence and perhaps uses a formula
to predict job success.
