Job interview, Employment messages, and performance appraisals Objectives:
1. Explain the nature of structured, unstructured, and stress interviews. 2. Recognize the interviewer’s role in the job interviewer process. 3. Prepare for and participate effectively in a job interview. 4. Recognize and bypass illegal interview questions.
5. Write effective letters related to employment (follow up, thank you, job acceptance, job refusal, and resignation letters, and recommendation request) and complete application forms accurately. 6. Write positive and negative recommendations that are legally defensible. 7. Participate effectively in a performance appraisal interview. • Computer assisted interviews overcome typical human interviewer errors. • What type of information does a computer generated interview report provide? • The computer report contains standard, reliable information about each applicant, alerts the human interviewer to any contradictory responses • What is the goal of many unstructured interviews?
• An unstructured interview is a freewheeling exchange and may shift from one subject to another, depending on the interests of the participants. • The goal of many unstructured interviews is to explore unknown areas in search of new ideas. • Understanding that interviewers sometimes deliberately create anxiety to assess your ability to perform under stress should help you handle stress interviews more effectively. • What are the 4 steps involved in interviewing?
• The success of any interview depends on the communication skills of the participants and how strongly each wants to practice them. The four steps apply to almost all interviewing: 1. Preparation.
o The most neglected of the 4 steps preparation involves: ▪ Purpose –what is the purpose of the interview? What are the expected outcomes? What style is appropriate? What atmosphere is better relax or stressful? ▪ Physical arrangements –Is the physical setup consistent with the purpose? Is privacy adequate? What distraction should be eliminated? ▪ Self-understanding –Does the interviewer have a awareness of his or her own strengths and weaknesses, prejudices, biases, perceptions, and other possible barriers to effective communication? ▪ Understanding the other person –What is known or should be known about the interviewee? What are her or his values, aspirations, motives and background? 1. Interchange.
o During the interview, both the interviewer and the interviewee should pay close attention to: ▪ Rapport –How well have you reach a common ground to establish a climate consistent with the purpose of the meeting? Does an air of mutual respect exist? ▪ Flexibility –Can the interviewer redirect the flow of discussion when it strays from the purpose and disrupts the original plan? ▪ Two-way flow –Are the participants engaged in 2-way communication, or is one or the other turning it into a one-way communication. 1. Evaluation.
o Decision making time arrives at the interview. Is the interviewer prepared to analyze alternative actions? Should the decision be made or postpone? 1. Action.
• Does a first impression last long?
• First impression is the most important quality. A decision is made in the first two minutes whether you are the right candidate or not. • Define direct and indirect questions and give an example of each. • Interviewers often paraphrase an applicant’s answer to clarify the meaning. • Explaining interviewer procedures in the applicant will help create a nonthreatening climate. • Both participants must practice some of these techniques. • What did the EEOC guidelines prohibit?
• Discriminatory hiring based on race, creed, color, gender, national origin, disability and age. • Are obtaining...
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