Panel Interview

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In brief: This chapter gives an overview of types of interviews and their features. It discusses common mistakes in interviewing, and outlines effective interviewing techniques.

Interesting issues: While structured interviews have been shown to be more valid than non-structured ones, managers tend to resist structured interviews in favor of trusting their own skills as an unstructured interviewer.

Lecture Outline

I.Introduction: Basic Features of Interviews

A.Types of Interviews

1.Structured vs Unstructured Interviews

a.unstructured or nondirective interviews
b.structured or directive interviews

2.The Purpose of the Interview

a.stress interview
b.appraisal interview

3.The Interview’s Content: The Types of Questions

a.situational interview
b.job-related interview
c.behavioral interview
d.psychological interview

4.Administering the Interview

a.sequential interview
i.structured
ii.unstructured
b.panel interview
c.computerized interviews

B.How Useful Are Interviews?

C.Interviewing and the Law: Employment Discrimination "Testers"

D.Information Technology and HR: The Computer-Aided Interview

page 223 of the text: see Discussion Boxes solutions at end of this chapter

II.What Factors Can Undermine An Interview’s Usefulness?

A.Snap Judgments

B.Negative Emphasis

C.Misunderstanding the Job

D.Pressure to Hire

E.Candidate-Order (Contrast) Error

F.Influence of Nonverbal Behavior

G.Diversity Counts: Dressing for the Interview

page 227 of the text: see Discussion Boxes solutions at end of this chapter

H.Telegraphing

I.Too Much / Too Little Talking

J.Playing District Attorney or Psychologist

III.Designing and Conducting the Effective Interview

A.The Structured Interview

1.Step 1: Job Analysis

2.Step 2: Evaluate the Job Duty Information

3.Step 3: Develop Interview Questions

4.Step 4: Develop Benchmark Answers

5.Step 5: Appoint Interview Panel and Implement

B.Guidelines for Conducting an Interview

1.Structure the Interview

2.Plan the Interview

2.Establish Rapport

3.Ask Questions

4.Close the Interview

5.Review the Interview

6.Small Business Applications

page 235 of the text: see Discussion Boxes solutions—end of this chapter

7.The High-Performance Organization: A Total Selection Program

page 236 of the text: see Discussion Boxes solutions—end of this chapter

Discussion Boxes

Information Technology and HR:
Computer Applications in Interviewing: The Computer-Aided Interview (page 223)

This dialogue box gives an example of a bank that is using the computer-aided interview. It describes the computer interview and ends by telling us that candidates who were hired by the program were 26% less likely to quit or be fired within 90 days of hiring. Key points: |The computer program gives candidates a taste of what the job is really like. |Candidates must handle realistic job situations. |Hiring officials can review the candidate's performance at their convenience.

Diversity Counts: Dressing for the Interview
(page 227)

This discussion box describes one study which found that the more masculine a woman's dress, the more likely she was to be hired...to a point. If she crossed over the line to being "too masculine" she would be turned down. Good discussions could be generated from this study regarding the "double-standard" that many women face in employment as well as the influence of non-job performance related issues on the acceptability of candidates.

Small Business Applications
(pages 235-236)

A good outline for interviewing candidates for a position at a small business is given in this section. It might be a good discussion point to talk about what the barriers to carrying...
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