Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
Instructor Resource
Duck/McMahan, Communication in Everyday Life, 3e
SAGE, 2018
Lecture Notes
Chapter 15: Interviewing
Outline and Key Terms
I. Introduction
A. An interview is a goal-driven transaction characterized by questions and answers, clear
structure, control, and imbalance.
B. An interview is usually a dyadic transaction, meaning that it takes place between two people.
II. Preparing for an Interview
A. Cover Letters and Résumés
1. A cover letter has four purposes
a. Declare interest in the position
b. Provide a summary of qualifications
c. Compel the person to read your résumé
d. Request an interview
2. Address Letter to Specific Person
a. A quick phone call to the organization will likely provide you with the name of
the person to whom the letter should be addressed, if it is unavailable in the job
announcement/advertisement.
b. Be certain to use the person’s last name only and to address the
person using his or her proper title.
3. Identify the Position
a. Identify the position for which you are applying in the first
paragraph of the letter.
b. Indicate how you discovered the position’s availability.
c. Display knowledge about and positive regard for the
organization.
4. Summarize Qualifications and Promote Résumé
Instructor Resource
Duck/McMahan, Communication in Everyday Life, 3e
SAGE, 2018
a. Summarize the qualifications that make you an ideal fit for the
position in the second paragraph.
b. Discuss such items as your education and training, experiences,
special skills, and activities that have prepared you for the position
and that will enable you to successfully fulfill the duties of the
position.
5. Reaffirm Interest and Request an Interview
a. Reaffirm your interest in the position and request an interview in
the final paragraph of the cover letter.
b. Indicate your intention to contact this person in the future.
c. Another option in the final paragraph is to request a date to meet
with the employer.
6. Sign Off With Respect and Professionalism
a. Use the term Sincerely or Respectfully or Cordially.
b. Yours Truly or Yours Faithfully are too personal when
corresponding with someone you likely do not know.
c. Best Wishes or Cheers is too informal for a professional
letter.
d. Use your full name and do not use a nickname.
e. Sign the letter using dark ink in a legible and professional
manner, avoiding unnecessary flourish (i.e., no swirly lines at the
end or smiley face emoticons).
B. Résumés
1. The purpose of a résumé is to present your experiences and credentials
for a position in a clear and concise manner.
2. Employers may spend less than a minute looking at your résumé, so the
information included should be not only clear and concise but also
positive and obviously appropriate to the position for which you are
applying.
3. Name and Contact Information
a. Use your full name when constructing a résumé and avoid using
nicknames.
b. Include contact information:
(1) Address
(2) Telephone number
Instructor Resource
Duck/McMahan, Communication in Everyday Life, 3e
SAGE, 2018
(3) E-mail address
c. Include a personal website address only if it is solely
professional or academic.
4. Career Objective
a. Include your career objective.
b. This objective should be one sentence and never over two
sentences.
c. You objective should also be explicitly tailored to meet the
needs of the organization and the position for which you are
applying.
(1) The employer will be asking what you can do for the
organization, not what the organization can do for you.
(2) A vague statement of interests and a lack of
commitment to the organization will not work.
5. Education and Training
a. Education and training should follow your career objective.
b. List your degrees or training in reverse chronological order so
that your most recent (and likely most relevant) information appears first.
c. Inclusions:
(1) Degree completion (or expected completion) date along
with all majors or minors
(2) College name and location
(3) Awards, honors, or certificates
6. Experiences
a. The experiences section of your résumé will include your
employment history and other endeavors such as volunteer work if
they happen to be directly relevant to the position for which you are
applying, or else should show your commitment to the various values and
concerns of the employer (community service, general engagement in the world
as a thinking citizen with leadership potential).
b. List your experiences in reverse chronological order.
(1) Position
(2) Name of the organization along with location (city and
state)
(3) Dates of employment or service (month and year)
Instructor Resource
Duck/McMahan, Communication in Everyday Life, 3e
SAGE, 2018
(4) Responsibilities and accomplishments
c. Your responsibilities and accomplishments are especially
important in this section, and you should emphasize those that are
most applicable to the position you are hoping to receive.
d. These responsibilities and accomplishments are usually not
written in complete sentences. Instead, begin each phrase with a verb that implies
action (e.g., spearheaded, updated, developed, increased).
7. Skills
a. Include the skills that are most relevant to the position for which
you are applying.
(1) Computer programs
(2) Languages
(3) Laboratory protocol
(4) Machinery
(5) Tools
b. If you possess multiple skills within a particular category, you
may wish to use that category as a heading.
8. Activities
a. Include those most relevant to the position first.
b. Also list activities that are not necessarily related to the position.
III. Interviews
A. Characteristics of an Interview
1. Interviews are more goal driven than other types of communication,
especially those taking place between two people.
2. Interviews are question–answer transactions.
3. Interviews tend to be more structured than other types of
communication.
4. Interviews are generally controlled by an interviewer.
5. Time spent talking by an interviewee and an interviewer is usually
unbalanced—the interviewer will speak for 30% of the time, and an
interviewee will speak for 70% of the time.
B. Types of Interviews
Instructor Resource
Duck/McMahan, Communication in Everyday Life, 3e
SAGE, 2018
1. Employment interviews are those in which a potential employer
interviews a potential employee.
2. Also known as performance reviews, performance interviews are
those in which an individual’s activities and work are discussed.
3. Exit interviews are those that occur when a person chooses to leave a
place of employment.
4. Information-gaining interviews are those in which a person solicits
information from another person.
5. Persuasive interviews are those that have influence as the ultimate
goal.
a. The interviewer may appear to be gaining information but is
actually attempting to influence the thoughts or actions of the
interviewee.
b. This form of interview may sound a bit manipulative and
underhanded, but it is quite common.
6. Problem-solving interviews are those in which a problem is isolated
and solutions are generated.
a. These types of interviews may be conducted by someone with
greater experience or insight than the person being interviewed.
b. Someone not involved with a situation will often provide
alternative approaches to solving a problem.
7. Helping interviews are always conducted by someone with expertise in
a given area and whose services are engaged by someone in need of
advice.
IV. Pre-interview Responsibilities
A. Interviewer Responsibilities
1. Review Application Material
2. Prepare Questions and an Interview Outline
a. Preparing questions in advance helps ensure that the
appropriate information is elicited from the job candidate.
b. It also helps ensure that the interview will be conducted
within the proper time constraints.
c. Questions should be included in an interview outline,
which reminds the interviewer of his or her duties during
the various parts of an interview.
Instructor Resource
Duck/McMahan, Communication in Everyday Life, 3e
SAGE, 2018
d. Be diligent in your creation of interview questions and
interview outlines.
3. Gather Materials
a. Application material
b. Interview outline
c. Writing materials for notes
4. Begin on Time
B. Interviewee Responsibilities
1. Gather Information
a. Exhibiting knowledge about the organization during the
interview will indicate proper preparation, enthusiasm for
the position, and a desire to become part of the
organization.
(1) The organization’s history
(2) Their future plans
(3) The organization’s challenges, accomplishments, and
other characteristics
(4) Exhibiting knowledge about the profession during the
interview will also be beneficial.
(5) Gathering or formulating information about oneself
must be done in preparation for an interview.
2. Prepare Questions
a. An interviewee should also prepare a list of questions to
ask the interviewer concerning the organization and the
position.
b. Questions about the organization could surround future
goals, organizational structure, perceived challenges and
strengths of the organization, organizational culture, and
management style.
c. Questions concerning the position could include such topics as experiences of
previous employees, history of the position, evaluation of performance,
percentage of time devoted to various responsibilities of the position, perceived
challenges and opportunities of the position, amount of supervision, and why the
position is now available.
Instructor Resource
Duck/McMahan, Communication in Everyday Life, 3e
SAGE, 2018
d. Questions deemed illegal when asked by an interviewer
should not be asked by an interviewee.
e. Asking these questions would not result in legal
consequences, but they are just as discriminatory and
inappropriate when asked by an interviewee as when asked
by an interviewer.
f. An interviewee should not ask questions with answers available on an
organization’s website or in material already provided by the organization.
g. An interviewee should also avoid asking about salary
or benefits.
3. Practice
a. Compile a list of questions that you might be asked
during an interview.
b. Practice answering them aloud.
c. Have someone play the role of the interviewer and ask
you questions.
d. Make the interview situation as complete and as realistic as possible, including
arrival at the interview setting, initiating the interview, answering the questions,
concluding the interview, and leaving the interview setting.
e. You may want to dress as you will at the actual
interview.
4. Professional Personal Appearance
a. Personal appearance—including clothing, hairstyles, tattoos, jewelry, makeup,
and hygiene—is a reflection of how you perceive yourself, how you wish to be
perceived by others, and your relationship with others.
b. People make judgments, accurately or not, based on the
appearance of others.
c. Dress according to the position for which you are
interviewing.
5. Arrive on Time
a. Arriving late not only is unprofessional and
disrespectful but also may result in decreasing the amount
of time available for the interview.
b. Plan to arrive 15 minutes early to be punctual without
appearing overly enthusiastic or nervous.
6. Bring Materials
Instructor Resource
Duck/McMahan, Communication in Everyday Life, 3e
SAGE, 2018
a. Additional copies of your résumé
b. Paper and writing utensils
c. A list of questions to ask the interviewer
d. In the majority of workplaces, technological
expectations would not include the use of a laptop
computer or digital notebook during an interview.
7. Turn Off the Cell Phone
V. Beginning an Employment Interview
A. Greeting and Establishing Appropriate Proxemics
1. You must convey respect for an interviewer’s space.
2. If the interview takes place in an office, always knock
and wait for permission to enter before entering, even if the door is open.
3. Address the interviewer using his or her last name and a
formal or professional title.
4. Exchange greetings and introduce yourself, while initiating a professional
handshake (firm grasp and eye contact) with the interviewer to establish a
positive relational connection and to suggest confidence.
5. As an interviewer, strive to make the interviewee feel
welcomed and appreciated through your greeting.
B. Negotiating Relational Connection and Tone
1. The interviewer usually possesses more power than the interviewee.
a. The extent of the power distance and the tone of the interview will be
negotiated by the interviewer and interviewee.
b. Negotiation of power is often established in the opening moments.
2. Verbal and nonverbal cues from the interviewer give clues to the desired tone
and relationship.
C. Establishing Purpose and Agenda
1. This is the responsibility of the interviewer.
2. Inform the interviewee how long the interview will take.
3. Preview the areas of questioning or other features to make the interviewee
more comfortable.
VI. Asking the Questions During an Employment Interview
Instructor Resource
Duck/McMahan, Communication in Everyday Life, 3e
SAGE, 2018
A. Primary and Secondary Questions
1. Questions that introduce new topics during an interview are known as
primary questions.
2. Interviewee responses to questions will likely lead an interviewer to ask
follow-up questions to seek elaboration or further information—secondary
questions.
3. Two types of secondary questions: probing questions are brief statements or
words that urge an interviewee to continue or to elaborate, and mirror
questions paraphrase an interviewee’s previous response to ensure
clarification and to elicit elaboration.
B. Open and Closed Questions
1. Open questions are those that enable and prompt interviewees to answer in
a wide range of ways.
a. Open questions serve three important functions:
1) They enable interviewers to gather information about an
interviewee
2) They enable interviewers to assess the communication
skills of an interviewee
3) They provide valuable insight into the worldview of an
interviewee
2. Closed questions limit the range of an interviewee’s response.
a. Functions of closed questions:
1) They do not take up as much time as open questions
2) They can be used to gather specific information about an
interviewee
3) The answers make it relatively easy to compare and
contrast candidates.
3. Bipolar questions force an interviewee to select one of two responses (e.g.,
yes/no).
C. Neutral and Leading Questions
1. Neutral questions provide an interviewee with no
indication of a preferred way to respond.
2. Leading questions suggest to an interviewee a
preferred way to respond.
D. Directive and Nondirective Questioning
Instructor Resource
Duck/McMahan, Communication in Everyday Life, 3e
SAGE, 2018
1. Directive interviews are those that are greatly
controlled by an interviewer.
2. Nondirective interviews are those in which the
direction of the interview is primarily given to the
interviewee.
E. Avoiding Illegal Questions
1. Equal employment opportunity (EEO) laws have been
established, in part, to prevent possible discrimination
during the hiring process, whether it is done intentionally or
unintentionally.
2. Common areas that cannot be discussed with potential
employees include age, marital/family status, ethnicity/
national origin, religion, affiliations, and disabilities.
3. In some cases, however, otherwise illegal areas of
questioning are allowed.
4. Some jobs demand certain abilities or requirements,
known as bona-fide occupational qualifications.
VII. Answering the Questions During an Employment Interview
A. Adjusting the Interview Frame
1. How a person frames a situation often dictates what will happen.
2. Self-fulfilling prophecy maintains that if someone believes a
particular outcome will take place, his or her actions will often lead to its fruition.
a. If you think you will success, you are more likely to do so because
your actions will likely be those that lead to success.
b. Always expect to perform well during an interview.
3. Framing interviews less threateningly
a. As an opportunity rather than a test—Avoid viewing the interview as a
test through which your worthiness as a potential employee, your skills,
and your knowledge, along with your value as a human being, are all
being called into question.
b. As a learning experience rather than a demonstration—Do not view
the interview merely as a performance in which the above attributes are
displayed.
Instructor Resource
Duck/McMahan, Communication in Everyday Life, 3e
SAGE, 2018
c. As a dialogue rather than a monologue--Do not view the interview as
something that is dominated by one person, while the other person is
relegated to a subordinate or immaterial position.
B. Learning From Successful and Unsuccessful Interviewees
1. Each interview can be a learning experience that allows you to grow
personally and professionally.
2. Such growth does not matter to someone whose primary goals are simply
being offered a job and not living out of his or her vehicle.
3. Communication choices of successful interviewees.
a. Clear articulation of career goals
b. Establish identification with employers by mentioning the
organization by name often and exhibiting knowledge of the organization
c. Provide support for arguments
d. Actively participate in the development of the interview
e. Use active, concrete, and positive language along with technical jargon
associated with the position
f. Effective nonverbal delivery
C. Answering Common Questions
1. Tell Me a Little About Yourself
a. An interviewer wants to know how you could benefit the
organization, and you should answer accordingly.
b. You should discuss your education, previous work experience, career
highlights, and achievements, being sure to emphasize how this
information fits the position and would benefit the organization.
4. What Are Your Greatest Strengths?
a. Going into the interview, you should have a ready-made list of three or
four strengths that you can discuss.
b. Be sure to have concrete examples to support each one and show how
these strengths will enable you to succeed at the position.
5. What Are Your Greatest Weaknesses?
a. It is a responsibility of the interviewee to answer all questions
honestly.
Instructor Resource
Duck/McMahan, Communication in Everyday Life, 3e
SAGE, 2018
b. You can phrase your responses in a way that minimizes any
weaknesses you might mention.
c. Offer a genuine weakness along with what you are doing to overcome
it.
d. This tactic is especially helpful if there is an obvious skill or ability
that you are lacking but that is required for the position or would benefit
the position.
6. What Do You Know About This Organization?
a. Exhibit an awareness of such items as the organization’s mission,
history, growth, and future plans.
b. This is a prime opportunity to underscore your enthusiasm for the
position and demonstrate how you could benefit the organization.
7. Why Do You Want to Work Here?
a. Another opportunity to reinforce your knowledge of the
organization
b. Another chance for you to discuss your enthusiasm for the position
and the organization
c. A chance to show how your abilities suit the organization
and how hiring you would be mutually beneficial
8. What Is Your Ideal Job?
a. Play it safe
b. Describe attributes of an ideal position rather than identifying a
specific job
9. Why Do You Want to Leave Your Current Job?
a. If there were major problems in your current job, you may want to
address but not dwell on them, taking partial responsibility while
discussing what you have learned from the situation.
b. It is best to focus on the positive attributes of your current (or
previous) job, discussing how you have developed professionally and
offering legitimate reasons for wanting to leave (e.g., moving to new
location, desire for professional growth).
10. What Are Your Expectations in Terms of Salary?
a. You do not want to put yourself out of reach and you do not want to
sell yourself short.
Instructor Resource
Duck/McMahan, Communication in Everyday Life, 3e
SAGE, 2018
b. Conduct research beforehand to learn the average salaries for a
particular position in a particular area.
11. Where Do You See Yourself in 5 Years?
a. This question is usually asked to gauge a person’s ambitions, sense of
reality, and fit with the company.
b. Your answer will depend on where you actually want to be in your
professional life 5 years from that moment.
12. Why Should We Hire You?
a. You should have a very good answer.
b. If you do not know why the organization should hire you, the
interviewer will surely not know either.
c. This is a perfect opportunity to reinforce your strengths and abilities
by discussing how they will benefit the organization.
D. Dealing With Illegal Questions
1. Just because they should not be asked does not mean that they will not be
asked.
2. This violation is intentional or it is unintentional.
3. Strategies for answering illegal questions
a. Tactful refusal
b. Direct but brief answer
c. Tactful inquiry
d. Neutralize concern
e. Exploit the question
VIII. Concluding an Employment Interview
A. Interviewer Responsibilities
1. Wrap-Up Signal—a phrase indicating the beginning of the
conclusion
2. Summarize the Interview
3. Ask for Questions
4. Preview Future Actions and Schedule
a. What will happen next
Instructor Resource
Duck/McMahan, Communication in Everyday Life, 3e
SAGE, 2018
b. The schedule for decisions about the position
5. Offer Thanks
6. Farewells
B. Interviewee Responsibilities
1. Ask Questions
a. Not asking questions would indicate a lack of preparation and
enthusiasm, so have questions developed.
b. An interview is not just about whether an interviewee will be offered a
position but also about whether an interviewee will accept the position, if
offered.
2. Reinforce Qualifications and Enthusiasm
3. Inquire About Schedule (If Not Provided)
4. Offer Thanks
5. Farewells
C. Post-interview Responsibilities
1. Interviewer Responsibilities
a. Assess the Job Candidate
b. Assess Personal Performance
c. Contact Interviewee
2. Interviewee Responsibilities
a. Assess the Interview
b. Send Follow-Up Letter
c. Avoid Irritating the Interviewer
(1) Do not send the interviewer numerous letters, leave phone
messages every hour on the hour, or send the interviewer a
Facebook friendship request.
(2) If you have not heard from the interviewer by the time he or
she indicated you would be contacted, however, it is acceptable
to politely inquire about the status of the position.
