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.
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
3.The Interview’s Content: The Types of Questions
4.Administering the Interview
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?
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
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
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
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
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
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...