Interview

Interview
An interview is a conversation between two or more people where questions are asked by the interviewer to elicit facts or statements from the interviewee. Interviews are a standard part of journalism and media reporting, but are also employed in many other situations, including qualitative research.
In Human resource management:
A somewhat formal discussion between a hirer and an applicant or candidate, typically in person, in which information is exchanged, with the intention of establishing the applicant’s suitability for a position.

Whether you are preparing to interview for a summer job, graduate school, or a full-time position after graduation, you will likely experience a variety of interview styles and formats. Depending on what you are applying for you may have just one interview or experience multiple interviews during the interview process. If your interview process is made up of more than one interview, you will almost certainly be exposed to multiple interview types, formats, and questions.
Interview Types
Screening Interview
Telephone Interview
Video Conferencing
One-on-One Interview
Panel Interview
Group Interview
General Group Interview/Information Session
Sequential/Serial Interview
Interview Formats
Behavioural Interview
Situational Interview
Structured Interview
Unstructured Interview
Semi-Structured Interview
Case Interview
Testing/Assessment

Interview Types
Screening Interview
This type of interview is generally conducted by larger companies when there is a large applicant pool and is typically the first phase of selection. Screening interviews are used to ensure that the candidates meet minimum requirements and are often conducted by a computer or by an interviewer from the human resources department who is skilled at determining whether there is anything that might disqualify you from the position.
Tips:
* Highlight your qualifications and accomplishments using non-technical language - the HR professional is not necessarily an expert in your field. * Answer questions clearly and succinctly - personality is not as important at this stage of the process. * If asked about salary expectations, use a range – make sure you’ve done your homework in this area. * If conducted by phone, have your resume beside you to refer to for dates and names.
Telephone Interview
Telephone interviews are often used to screen candidates in order to narrow the pool of applicants who will be invited for in-person interviews- and is a good way to minimize travel expenses! They can be challenging because you aren’t able to rely on nonverbal communication or body language. You should prepare for this type of interview just as you would for a regular interview so, if you are not given any warning and are not ready for an interview when called, politely request that the interviewer call back at another mutually convenient time. This will allow you to refresh your memory on the organization and be better prepared.
Tips:
* Have your resume, organization information, points that you want to highlight, and list of questions you may want to ask in front of you - and have a short list of your accomplishments prepared to discuss. * Although you’re not required to dress up, you may find that it’s easier to get into the ‘interview mindset’ and feel more confident when dressed professionally. * Have a pen and paper handy to keep notes or write down any questions that come up; keep a glass of water beside you. * Close the door or ensure you are in a quiet setting to eliminate any potential distractions. * Speak slowly, enunciate clearly, and vary your voice tone, tempo, and pitch to keep the interviewers attention. * Provide short answers that make interchange easier on the phone; do not interrupt the interviewer. * Restate the question if you have not fully heard or understood it. * Smile – even on the phone it will project a positive image.
Video Conferencing
Video conferencing is typically used to conduct interviews using video technology from a distance. The same interview strategies you would use if you were meeting in person apply - clothing, body language, and dialogue are important.
Tips:
* Depending on the sophistication of the technology, you may experience short transmission delays so be sure to take that into account when you are interacting with the interviewer. * Make eye contact with the camera, which, to the employer, appears as direct “eye contact.” * Check the monitor periodically to observe the interviewer’s body language.
One-on-One Interview
The most common interview format is the one-on-one (or face-to-face). This interview is traditionally conducted by a direct supervisor and if often the last step in a series of interviews. The interviewer may or may not be experienced in conducting interviews and, depending on personality and experience, the interview may be directive following a clear agenda, or non-directive relying on you to lead the discussion as you answer open-ended questions.
Tips:
* You will likely be asked a variety of interview questions, so be familiar with all of the different types of questions so that you can adjust your answers appropriately. * It is important to be thoroughly prepared – know the job and know yourself.
Panel Interview
A panel interview is conducted by two or more interviewers and is designed to reduce individual interviewer bias. It is very common for entrance into graduate and professional schools. One member of the panel may ask all of the questions or individual panel member may take turns.
Tips:
* Make eye contact with the person asking the questions, but also to give every member on the panel your attention, regardless of if they ask any questions at all – treat them all with equal importance. * Be prepared to extend more energy in this setting, as you need to be alert and responding to more people
Group Interview
A group interview occurs when several candidates for a position are interviewed simultaneously. Group interviews offer employers a sense of your leadership potential and style, and provide a glimpse of what you may actually be like as an employee and how you would fit into the team. Candidates may also be asked to solve a problem together which allows interviewers to assess candidate’s skills in action (e.g. teamwork).
Tips:
* Be aware of the dynamics established by the interviewer, try to discover the “rules of the game”. * Regardless of how you may feel about any member of the group, treat everyone with respect, and avoid power struggles which make you appear uncooperative. * Give everyone a chance to speak and not monopolize the conversation. * Be aware that all interactions are being observed; don’t let down your guard or lose your perspective.
General Group Interview/Information Session
This approach is intended to save time and ensure applicants understand the basics of the job and organization by providing large amounts of information. This process is usually followed by an individual interview.
Tip:
* To stand out in a group setting, a well-timed and intelligent question may help the employer remember you positively.
Sequential/Serial Interview
A sequential interview is conducted by two or more interviewers, separately or in sequence. The candidate either moves from one location to another or stays in one room and while different interviewers join them. Sequential interviews involve a number of ‘first impression’ opportunities so be aware of how you present yourself each time. At the end of the process, the interviewers meet to evaluate each applicant and make their decision.
Tip:
* If you have difficulties remembering what you have already said to one person – don’t be afraid to ask! Interview Formats
Behavioural Interview
The Interviewer will ask for specific examples from your past experiences to determine if you can provide evidence of your skills in a certain area – the best predictor of future behaviour is past behaviour. Although the interviewer is having you recount stories from your past, they are really trying to imagine how you would handle similar situations in the future.
When deciding what examples from your past to use, consider the following: * The more recent the behaviour, the better its predictive power. * The more long-lasting the behaviour, the better its predictive power. * Prepare yourself for the probable skill areas the employer will be interested in and will, therefore, likely be asked about in the interview. Determine this by reviewing the job description.
Situational Interview
This format is highly structured in that hypothetical situations are described and applicants are asked to explain what they would do in these situations. Interviewers may use a scoring guide consisting of sample answers to evaluate and score each applicant’s answers.
Structured Interview
This format combines the situational interview with a variety of other types of interview questions. Typically, each candidate is asked the same set of questions and their answers are compared to a scoring guide and rated. The goal of this approach is to reduce interviewer bias and to help make an objective decision about the best candidate.
Unstructured Interview
Questions here are based on the individual’s application documents such as their résumé and so different variants of a question will be asked to each applicant. Without structured guidelines, the conversation can be free-flowing, thus making this method of interviewing the most prone to bias, but allowing the interviewer to get a more natural and perhaps more realistic sense of who you are. Although this type of interview may seem more casual, and may even occur over lunch or dinner, you must still be well-prepared and maintain a professional demeanor. Be careful not to provide information you would not have communicated if the interview was more structured.
Semi-Structured Interview
This format is a blend of structured and unstructured, where the interviewer will ask a small list of similar questions to all candidates along with some questions pertaining to your resume.
Case Interview
The case interview format is popular among consulting firms. It gives the interviewer a good idea of you ability to solve problems ‘on the spot’ – an important skill for any consultant. This interview format is also designed to assess logical thought processes, quantitative skills, business knowledge, general knowledge, creativity, and communication skills.
Testing/Assessment
It is common for employers to use standardized tests or work simulation exercises to assess a candidates fit to the position or to test work-related competencies. Testing is usually done after an initial screening process and can be a very costly process for the employer.

Structured situational Interview
There are two basic ways to avoid these interview problems. One is obvious: Keep them in mind and avoid them (don’t play psychologists or make snap judgments, for instance). The second is not quite so obvious: Be careful how you design and structure the interview. Let’s look next at structuring the interview, and at some guidelines for an effective interview.
There is little doubt that the structured situational interview, a series of hypothetical, job-oriented questions with predetermined answers that interviewers ask of all applicants for the job produces superior results. Structured employment interviews using either situational questions or behavioral questions tend to yield high criteria related validities. This is particularly so where the raters can use descriptively anchored rating scale answer sheets to rate the interviewees’ answers; these use short description to illustrate good, average, or poor performance. However, structured interviews with situational question formats yield the higher ratings. This may be because interviewers get more consistent (reliable) responses with situational questions which force all applicants to apply the same scenario than they do with behavioral questions which require each applicant to find applicable experiences. In creating structured situational interviews, people familiar with the job develop situational (“What would you do if … ) and job knowledge questions based on the job’s actual duties. They then reach consensus on what are and are not acceptable answers. The procedure is as follows:
Step 1: Job Analysis: Write a job description with a list of job duties, required knowledge, skills, abilities, and other worker qualifications.
Step2: Rate the Job’s main duties: Identify the job’s main duties. To do so, rate each job duty based on its importance to job success and on the time required to perform it compared to other tasks.
Step 3: Create Interview Questions: Create interview questions that are based on actual job duties, with more questions for the important duties.
Structured situational interviews may actually contain three types of questions. Situational questions pose a hypothetical job situation, such as “What would you do if the machine suddenly began heating up? Job knowledge questions assess knowledge essential to job performance. These often deal with technical aspects of a job (such as “What is HTML?”). Willingness questions gauge the applicant’s willingness and motivation to meet the job’s requirement to do repetitive physical work or to travel for instance.
The people who create the questions usually write them in terms of critical incidents. For example, for a supervisory candidate, the interviewer might ask:
Your spouse and two teenage children are sick in bed with colds. There are no relatives or friends available to look in on them. Your shift starts in three hours. What would you do in this situation?
Step 4: Create Benchmark Answers: Next for each question, develop several descriptive answers and a five-point rating scale for each, with ideal answers for good (a 5 rating), marginal (a 3 rating), and poor (a 1 rating). Consider the preceding situational questions, where the spouse and children are sick. Each member of the committee writes good, marginal, and poor answers based on things they have actually heard in an interview from people who then turned out to be good, marginal or poor (as the case may be) of the job. After a group discussion, they reach consensus on the answers to use as benchmarks for each scenario. Three benchmark answers for the example question might be, “I’d stay home – my spouse and family come first” (1) I’d phone my supervisor and explain my situation (3) and Since they only have colds, I’d come to work.
Step5: Appoint the interview Panel and Conduct Interviews: Companies generally conduct structured situational interviews using a panel, rather than sequentially. The panel usually consists off three to six members, preferably the same ones who write the questions and answers. It may also include the job’s supervisor and/or incumbent, and an HR representative. The same panel interviews all candidates for the job.
The panel members generally review the job description, questions, and benchmark answers before the interview. One panel member usually introduces the applicant, and asks all questions of all applicants in this and succeeding interviews. However, all panel members record and rate the applicant’s answers on the rating scale sheet; they do this by indicating where the candidate’s answer to each question falls relative to the ideal poor, marginal, or good answers. At the end of the interview, someone explains the follow up procedure and answers any questions the applicant has.

explain and illustrate each guideline for being a more effective interviewer:

INTERVIEW GUIDELINES
For your convenience, the information on this page is also available as a pdf document for you to print. * How to Find the Best Person For Your Job * Before You Interview * Responsibilities of the Selection Committee * The Ten-Step Interview Process How to Find the Best Person For Your Job
Step 1: Profile the position functions
The key to effective interviewing and hiring is the establishment of functions. By deciding upon the essential functions of the position, you will be able to determine the job's specific requirements.
"Essential Functions" are defined as the basic job duties that an employee must be able to perform satisfactorily. Carefully examine each job to determine which functions are essential to satisfactory performance.
Factors to consider in determining if a function is essential include: * Whether the performance of the functions is one of the reasons the position exists * The number of other employees available to perform the function or among whom the performance of the function can be distributed * Consequences of not requiring that an employee perform the function * The degree of expertise or skill required to perform the function * Time spent performing the function * The actual work experience of a present or past employee in the job Step 2: Establish specific requirements
After you have established the position's essential functions, determine the specific skills, knowledge, ability, experience, etc. needed by the applicant to fulfill each function.
To gain a clear understanding of these requirements, try to categorize them according to those items that are behavioral in nature and those that are technical. "Technical" requirements refer to specific skills, expertise or experience that your position demands. "Behavioral" requirements refer to how a person needs to act in order to fulfill a given responsibility (e.g., "self motivated," "well organized," "attentive to detail,"). Please note that behavioral requirements must be defined in behavioral terms. For example, rather than listing "good communication skills" as a requirement for a position requiring interaction with disgruntled students, you would do better to list "the ability to listen and respond to students' complaintseffectively."
Try assessing each of the position's essential functions in light of three basic questions. * What must an applicant know? (examples: knowledge of software or personal computers) * What must he or she be? (examples: punctual or well organized) * What must he or she have? (example: a specialized certificate, skill, experience) * What skills are not negotiable, meaning what is needed on day one? Step 3: Establish your priorities
The last step is the establishment of priorities in your requirements. You want to ensure that in an interview you will gain information about the essential requirements. Categorize your requirements according to critical ("must haves"/non-negotiable) and desirable ("want to haves"/can be acquired on the job).
"Critical" requirements are those you absolutely must have--those critical factors that will eliminate some applicants. "Desirable" requirements, secondary selection criteria, are attributes you would like an applicant to possess in addition to the critical requirements. Desirable requirements can generally be learned on the job. Before You Interview
Contact your HR Employment Services Consultant/Recruiter.
Set aside time at this point to develop an understanding of the position, settle any questions regarding special requirements, and define selection criteria. Ask any questions you may have about the position regarding your selection criteria, special requirements, applicants referred, interview questions, and/or the interview process.
Choose a diverse selection committee
The selection committee will help you pick the candidate best suited for the position and for the unit overall. Select committee members and a chairperson based on the following criteria, keeping diversity within the panel in mind. * Vested interest in the responsibilities of the position * Knowledge of the goals of the unit or office * Working relationships * Supervisory responsibilities * Campus interaction In the interest of fairness, committee members should not needlessly reveal that they are going to serve as panelists.
Responsibilities of the Selection Committee Chairperson 1. Provide Selection Committee with selection criteria 2. Ensure that the same procedure is followed for each candidate 3. Escort the candidate into the room, introduce the panel, put the applicant at ease, explain the interview process,and ask the first question 4. Ensure that no inappropriate questions are asked 5. Inform the candidate of the timeline for selecting a finalist and filling the position 6. Keep to the time schedule 7. Close the interview 8. Make final recommendations to the hiring authority on behalf of the selection committee
Responsibilities of the Selection Committee 1. Screen the applications and make recommendations for interview if directed by the committee chairperson 2. Help develop interview questions based on selection criteria as appropriate 3. Maintain absolute confidentiality of the selection process and do not discuss the process with anyone outside the interview process/selection committee unless directed by the committee chairperson 4. Be mindful of legal guidelines pertaining to inappropriate questions 5. Evaluate candidates during the interview and make recommendations to the committee chairperson or hiringauthority regarding the most appropriate applicant
Have a plan
Review the position description to identify skills, knowledge and abilities essential for successfully performing the job. Develop a set of carefully thought-out interview questions based on the predetermined selection criteria and functionalareas listed on the position description that relate directly to performance and to your expectations for the position. SeeSample of Appropriate Interview Questions. Your Employment Services Consultant/Recruiter can also help you develop job-related questions.
Prepare a list of questions to use when checking references for finalists. Again, questions must be job-related. SeeTelephone Reference Check List Form.
Screen carefully
Note: The Employment Services Unit will review and screen applications against the criteria stated in the vacancy listing and the position description before referring to the department. After the final filing date, referrals will be forwarded to the department contact identified on the vacancy listing request.
The selection committee must screen applications for the most appropriately qualified applicants to interview. Afterapplicants are selected, the committee members should review their applications again to pinpoint areas whereadditional information may be needed or can be clarified during the interview. Prepare key areas of inquiries for allapplicants.
Contact the applicants
The committee chairperson or designee contacts the applicants to invite the candidate for an interview and advises them of the time, date, and place for the interview, the expected length of the interview, parking availability and parking fees, and interview procedures. You may also want to ask the applicants to bring any additional information they would like to share, such as performance evaluations, reference letters or work samples. Please contact your Employment Services Consultant/Recruiter for more information. The Ten Step Interview Process
The following guidelines are provided as an aid in complying with University policy and procedures and with federal and state laws. Before the interview, take a few minutes to study the job application and supplemental materials. Never write on the original application or resume; your comments, "squiggles," highlighting, etc., could be used in legal proceedings ifa subpoena is issued for the application materials. The application can be your interview map--keep it visible during the interview to keep you on track.
1. Create a relaxed interview setting
The interview setting should be quiet, comfortable, and free of distraction from telephones and any other kind of interruption. If you must use an office, arrange that all phone calls be forwarded to another line. Keep on schedule, as candidates become apprehensive when asked to wait.
Ask each candidate to arrive 10 to 15 minutes before the interview. Give him/her a copy of the position description and any other materials you feel are important before the interview, such as an organizational chart, agenda for the interview, and alist of the selection committee members with their titles. Allow at least 15 minutes between interviews to permitcandidates to come and go without overlap, and to allow the committee members to evaluate a candidate's responses to questions while the answers are still fresh in their minds.
2. Follow a logical sequence
Keep the same format for each candidate and allow an equal amount of time for each candidate to answer questions. Introduce the candidate to the rest of the committee and invite him or her to be seated. Provide information regarding theexpected timeframe for filling the position and what the interview is meant to accomplish. You can briefly define the job responsibilities.
3. Let the candidate do the talking
After defining the job responsibilities, let the candidate "do the talking." It is extremely important to listen and concentrate on what the he/she is saying. The candidate should carry 80-85% of the total conversation. The panel members' input should be limited to asking questions, probing deeper, and keeping the candidate on track. The panel should clear up points on the application form, asking follow-up questions that encourage the candidate to talk. Ask only questions thatare directly related to the job. Use "W" questions--who, what, when, where, and why; also, how? Several types of questionsare useful: 1. Direct questions are easy to understand, and are more likely to yield concise answers and specific information. Example: "Why did you apply for this position?" 2. Open ended questions often produce unexpected and valuable information, may reveal attitudes and feelings, and can indicate how well an applicant can organize his or her thoughts. Example: "Tell us about your job at XYZ Corp." 3. Behavioral questions are encouraged. These types of questions require an candidate to analyze a situation and can reveal the extent of his/her experience. Example: Describe an experience when you... These questions must be specifically related to the job functions discussed in the position description. 4. Probing questions, such as "Could you explain what you mean by ...?" can further clarify the candidate's views.
Allow silence after asking a question so that you don't interrupt the candidate's thinking process. Encourage candidatewith: "Take your time, we want you to be specific."
4. Be mindful of your questions
Formulate questions that indicate whether or not a candidate meets the requirements you have established for the position. Keep three rules in mind: 5. Ask questions that focus on past employment performance. Avoid questions that address the candidate's personal lifestyles or habits 6. Ask questions that relate to your listed skill, ability, knowledge or experience requirements 7. Ask the same questions of all candidates.
Avoid:
8. Closed questions that require merely a yes or no response 9. Multiple questions that require several answers 10. "Loaded" questions that force a choice between two alternatives 11. Questions that are illegal and dealing with areas that are not factors for job performance, such as gender (if you would not ask a question of a man, do not ask it of a woman, and vice versa), age, race, religion, veteran status, marital status, medical conditions (do not make medical judgments or disqualify a candidate on factors that are purely medical in nature), and disability (it is illegal to ask about the nature and/or severity of the disability, the condition causing the disability, if the applicant will need treatment or special leave because of the disability, orabout any prognosis or expectation regarding the condition or disability). Contact your Employment Consultant/Recruiter if you have questions.
5. Take notes
Taking notes will help you remember details of the interview; however, writing notes during the interview could be distracting and upsetting to a candidate. If you plan to take notes, explain before the interview starts that you will be taking notes or recording the candidate's responses to interview questions so that you will not have to rely on memory. This should help reduce suspicion and nervousness. Make sure you maintain some eye contact while you are writing. SeeInterview Rating Scales.
6. Close on a proper note
After the committee members have explored all performance factors, they can ask the candidate if he or she has any questions, needs clarification, or anything to add. Ask the candidate if he or she is still seriously considering the position. Thank the candidate for coming, and explain your notification process--when a decision will be made, whether a second interview will be conducted, and how candidates will be notified. Remember to smile, shake hands, and lead thecandidate to the door. Note: Keep the process the same for all candidates.
7. Check references
References are checked for three basic reasons: 12. Verify employment 13. Verify what you have learned during the interview 14. Obtain employment recommendations
References should always be checked regardless of your impression of the interviewed candidate's qualifications. Reference checks should be conducted for every finalist, after you have completed your interviews. Use the reference checklist or develop your own job-related questions. Your list of questions should be developed ahead of time to ensure consistency and fairness to all candidates. Questions must be job related. Responses can be used in consideration only if documented. Ask, Is this information documented or a matter of record? If the candidate is a current employee, you may review the employee's personal file in Human Resources. Please contact your Employment Consultant/Recruiter for information regarding this review. If you review the candidate's personnel record file, be careful/mindful of how the information is to be used. Compare information that relates to the new position in terms of skills, knowledge, and abilities.Also, be aware that aged information that speaks unfavorably may no longer reflect the candidate's attributes. Check current references to ensure fairness to the candidate. Note: There is no legal prohibition against an employer's attempt to obtain reference information; however, for a variety of reasons, including adverse litigation decisions, employers tend to provide minimal to no information.
8. Make your selection
All information obtained in the interviews should be kept confidential. Evaluate the candidate solely on what you learned in the interview, the candidate's responses to interview questions and information gathered during the reference check. Eachpanel member should ask himself or herself: Setting aside my personal biases, would I hire this person with reasonable confidence that he or she could handle the job successfully? Select the candidate who has the qualifications to perform the duties of the position effectively. See Interview Rating Scales.
9. Decide on a salary
New hires: In general, a department can make an offer up to the mid-point of the salary range for new hires (new to UC).Any salary above these levels will be by exception only and requires the approval of Employment Services/HR before ahiring commitment can be made. Salary request letters should outline candidates background as it relates to the position and recruitment difficulty; salary history and evaluation of the candidate's experience with relationship to placement within a salary range; relationship to internal employees in the same classification (salary equity among internal employees is an important consideration when setting salaries). Offers of employment above midpoint for non-covered range positions require Employment Services unit approval prior to the salary offer. You must always check with internal protocol(s) established for funding issues. For SMG positions, please consult your SMG Coordinator.
Current Employees: In general, a UC employee who is promoted to a step-based position with a higher salary range maximum may receive a salary increase to the minimum of the new salary range or the equivalent of a one-step increase, whichever is greater, provided that the resultant salary does not exceed the maximum of the new salary range. Please consult with your Employment Consultant/Recruiter regarding collective bargaining stipulations prior to a job offer. For non-represented positions, a UC employee who is promoted to a position with a grade-based salary range may receive asalary increase from 0 - 25 percent, provided that the resultant salary does not exceed the maximum of the new salary range and all combined salary actions do not exceed 25% within a fiscal year. Please consult with your Employment Consultant/Recruiter prior to making a job offer.
A UC employee who transfers laterally into a position with an equivalent salary range typically does not receive a change in salary. Consult with your Employment Consultant/Recruiter regarding policy and collective bargaining stipulations prior to salary offer.
10. Complete the recruitment packet
Good personnel practices are: 15. Follow any internal protocol established for your Unit/College/Service Area 16. Touch base with your Employment Consultant/Recruiter to advise of your selection and to discuss salary offers 17. Call the successful candidate to offer the position 18. Follow up with a confirmation of the offer, acceptance, salary, title and starting date, etc. 19. All candidates who were interviewed should be notified, by telephone if possible 20. A candidate has the right to know the reason(s) for not being selected; however, reason should be suggested by selection criteria based on the position description 21. Provide justification for hire/non hires to withstand internal or external audit