HumanResourceManagementSixteenthEditionChapter7InterviewingCandidatesCopyright?2020,2017,2015PearsonEducation,Inc.AllRightsReservedLearningObjectives(1of2)7.1

Giveexamplesofthemaintypesofselectioninterviews.7.2

Giveexamplesofthemainerrorsthatcanundermineaninterview’susefulness.LearningObjectives(2of2)7.3

Defineastructuredsituationalinterviewandexplainhowtoconducteffectiveselectioninterviews.7.4

Giveexamplesofhowtouseemployeeselectionmethodstoimproveemployeeengagement.7.5

Listthemainpointsindevelopingandextendingtheactualjoboffer.LearningObjective7.1:GiveExamplesoftheMainTypesofSelectionInterviewsBasicTypesofInterviewsCanbeclassifiedaccordingto:StructureContentAdministrationStructuredversusUnstructuredInterviewsIn

structured

(ordirective)interviews,theemployerliststhequestionsaheadoftime.Heorshealsomayevenlistandscorepossibleanswersforappropriateness.In

unstructured

(ornondirective)interviews,themanagerfollowsnosetformat.MatterofdegreeInterviewContentWhatTypesofQuestionstoAskSituationalBehavioral–(S.T.A.R)OtherTypesofQuestionsJob-relatedStressPuzzlequestionsHowShouldWeConducttheInterview?(1of3)One-on-OneorbyapanelofinterviewersSequentiallyorallatonceComputerizedorpersonallyOnlineHowShouldWeConducttheInterview?(2of3)One-on-OneSequentialPanelMassHowShouldWeConducttheInterview?(3of3)PhoneComputer-basedOnlineVideoOnlineVideoInterviewPreparationLookPresentableCleanUpTheRoomTestFirstDoADryRunRelaxImprovingPerformance:TheStrategicContextAsynchronousInterviewsatUrbanOutfittersLet’stalkaboutit…LearningObjective7.2:GiveExamplesoftheMainErrorsThatCanUndermineanInterview’sUsefulnessAvoidingErrorsThatCanUndermineanInterview’sUsefulness(1of3)UsestructuredinterviewsKnowwhattoaskKnowandavoidthecommoninterviewingerrorsAvoidingErrorsThatCanUndermineanInterview’sUsefulness(2of3)FirstImpressions(SnapJudgments)NotClarifyingWhattheJobRequiresCandidate-Order(Contrast)ErrorPressuretoHireAvoidingErrorsThatCanUndermineanInterview’sUsefulness(3of3)NonverbalBehaviorImpressionManagementEffectofPersonalCharacteristics:Attractiveness,Gender,RaceDiversityCountsApplicantDisabilityandtheEmploymentInterviewImprovingPerformance:H

RPracticesAroundtheGlobeSelectionPracticesAbroadLet’stalkaboutit…InterviewerBehaviorTheinterviewer’s

behavioraffectsintervieweeperformanceandratingAmateurpsychologistLearningObjective7.3:DefineaStructuredSituationalInterviewandExplainHowtoConductEffectiveSelectionInterviewsHowtoDesignandConductanEffectiveInterviewStructuredsituationalinterviewSeriesofjob-relevantquestionswithpredeterminedanswersWritesituational,behavioral,orjobknowledgequestionsHavejobexpertsalsowriteseveralanswersforeachDesigningaStructuredSituationalInterviewAnalyzethejobRatethejob’smaindutiesCreateinterviewquestionsCreatebenchmarkanswersAppointinterviewpanelandconductinterviewsImprovingPerformance:

H

RToolsForLineManagersandSmallBusinesses(1of3)HowtoConductanEffectiveInterviewLet’stalkaboutit…ImprovingPerformance:

H

RToolsForLineManagersandSmallBusinesses(2of3)HowtoConductanEffectiveInterviewKnowthejobStructuretheinterviewGetorganizedEstablishrapportImprovingPerformance:

H

RToolsForLineManagersandSmallBusinesses(3of3)HowtoConductanEffectiveInterviewAskquestionsTakebrief,unobtrusivenotesduringtheinterviewClosetheinterviewReviewtheinterviewCompetencyProfilesandEmployeeInterviewsUsethesamejobprofile(competencies,traits,knowledge,andexperience)forcreatinginterviewquestionsasforrecruitingProfilesandEmployeeInterviewsTable7-1AskingProfile-OrientedInterviewQuestionsProfileComponentExampleSampleInterviewQuestionSkillAbletousecomputerdraftingsoftwareTellmeaboutatimeyouusedC

A

DProcomputerizeddesignsoftware.KnowledgeHowextremeheataffectsHydrochloricacid(H

C

l)SupposeyouhaveanapplicationwhereH

C

lisheatedto400degreesFahrenheitat2atmospheresofpressure;whathappenstotheH

C

l?TraitWillingtotravelabroadatleast4monthsperyearvisitingfacilitiesSupposeyouhadafamilymeetingtoattendnextweekandweinformedyouthatyouhadtoleaveforajobabroadimmediately.Howwouldyouhandlethat?ExperienceDesignedpollutionfilterforacid-cleaningfacilityTellmeaboutatimewhenyoudesignedapollutionfilterforanacid-cleaningfacility.Howdiditwork?Whatparticularproblemsdidyouencounter?LearningObjective7.4:GiveExamplesofHowtoUseEmployeeSelectionMethodstoImproveEmployeeEngagementEmployeeEngagementGuideforManagersBuildingEngagement:ATotalSelectionProgramToyota’sTotalSelectionProgramTheToyotaWayStep1:anin-depthonlineapplication(20–30minutes)Step2:a2–5-hourcomputer-basedassessmentStep3:a6–8-hourworksimulationassessmentStep4:aface-to-faceinterviewStep5:abackgroundcheck,drugscreen,andmedicalcheckStep6:jobofferTrendsShapingH

R:ScienceinTalentManagementGoogle’sEvidence-basedApproachtoSelectionLet’stakealook…LearningObjective7.5:ListtheMainPointsinDevelopingandExtendingtheActualJobOfferDevelopingandExtendingtheJobOfferJudgmentalapproachStatisticalapproachHybridapproachTheJobOfferMainParametersThejobofferwillinclude:PayratesBenefitsActualjobdutiesTheremaybesomenegotiationsWhenagreementisreached,theemployerwillextendawrittenjoboffertothecandidateIssuestoConsiderwiththeWrittenOfferAjobofferletterhasthe:WelcomesentencePayinformationBenefitsinformationPaidleaveinformationTermsofemploymentTheEmploymentContractAnemploymentcontractincludes:DurationSeveranceprovisionsNondisclosurerequirementsCovenantsnottocompeteRelocationp