HR Diploma Research Paper-Selection Interview
HR Diploma Research Paper-Selection Interview
Selection Interview
Interviews & Interviewing Skills
Research Paper
Presented By:
- www.careeregypt.com
Introduction
procedure. While companies are using other selection tools like tests,
the interviewer may fall into. He/She has also to know how to avoid them
are talent in their interviewing skills. But still such skills can be acquired
this paper.
hiring.
a conclusion. In addition to appendix for the Internet texts. The first part
handles the types of interviews. The second part handles factors, which
Types of Interviews:
1- Structured
2- Nonstructured
3- Situational
4- Sequential
5- Panel
6- Stress
7- Appraisal
Each of this type can be classified in one or more of four ways according
to:
2- Their purpose
structured as follows:
follow, so the interview can take various directions. While questions can
formalized guide for scoring the quality of each answer. Interviewees for
the same job thus may or may not be asked the same or similar questions.
The questions and acceptable responses are specified in advance and the
can be printed beneath the questions. This will guide the interviewer in
structured interviews that all applicants are generally asked all the same
relatedness, reduces overall subjectivity (and thus the potential for bias),
follow-up questions (to make sure that all interviewees are asked only the
questions from candidates until after the interview are some other “
1- Stress Interview:
those with low or high stress tolerance. The stress approach can be a good
overreact to mild criticism with anger and abuse. On the other hand the
the interviewer be both skilled in its use and sure that an ability to handle
stress are really required for the job. Stress interview is definitely not an
approach for amateur interrogators or for those without the skills to keep
2- Appraisal Interview:
actions.
3- Exit Interview:
leaves a firm for any reason. The aim of this interview is to elicit
information about the job or related matters that might give the employer
a better insight into what is right or wrong about the company. (5)
evaluated, say, on his or her choice between letting the subordinate off
They are those in which the interviewer tries to deduce what the
questions about past behaviors. The questions here are not situational, in
about, say, the candidate’s ability to handle the financial aspects of the job
to be filled.
asked how they have behaved in the past in such a situation. Thus, while
4- Psychological interviews:
1- One-on-One interview:
people meet alone and one interviews the other by seeking oral responses
2- Sequential interview:
sequential interview each interviewer may look at the applicant from his
evaluation form, and the ratings are compared before the hiring decision
is made. (8)
3- Panel interview:
basically the same ground over and over again with each interviewer. The
approach may elicit deeper and more meaningful responses than are
hand , some candidates find panel interviews more stressful, and they
4- Mass interview:
a panel. Here the panel poses a problem to be solved and then sits back
and watches which candidate takes the lead in formulating the answer.
knowledge, and work attitudes- specific questions that relate to the job for
For many years, the ironic thing about interviews is that while used by
virtually all employers, the earlier research gave selection interviews low
(and often only if} the interview is structured.:” Generally speaking, the
structured. (10)
1- Snap Judgments:
judgments about candidates during the first few minutes of the interview
or even before the interview begins, based on test scores or resume data
2- Negative Emphasis:
the interviewer has about the candidate is negative. Studies found that
applicants gave the applicants less credit for past successes and held them
with a poor rating will find it hard to overcome that first bad impression
Interviewers who don’t know precisely what the job entails and what sort
incorrect stereotypes about what a good applicant is. On the other hand,
4- Pressure to Hire:
It means that the order in which you see applicants affects how you rate
them. (14)
smiling, and other similar nonverbal behavior are rated higher. These
nonverbal behaviors often account for more than 80% of the applicant’s
to “ act right” may well be appraised more highly than a more competent
7- Telegraphing:
Some interviewers are so anxious to fill a job that they help the applicant
blanks and test scores) tends to result in a more positive interview style
Some interviewers let the applicant dominate the interview to the point
say. (18)
Step 1. Job Analysis: first write a description of the job in the form of a
list of job duties, required knowledge, skills, abilities, and other worker
qualifications. (19)
Step 2. Evaluate the Job Duty Information: rate each job duty on its
it compared to other tasks. The aim here is to identify the main duties of
evaluate the job duties then develop interview questions. The interview
questions are based on the listing of job duties, with more interview
questions generated for the more important duties. The employees who
rating scale for each questions, with specific answers developed for good
interpretation required and the bias that such interpretation may breed.
Any training and development for the interviewers should move from an
skill do interviewers need? What are the common pitfalls for the
and published by the IPM (Hackett, 1990) lists a number of pitfalls for
the inexperienced:
Lack of clarity about the objectives of the interview
Failure to work out which topics are likely to elicit most useful
information
Failure to structure the interview properly
Failure to provide the right physical setting
Failure to ask the right questions, in the right way
Talking too much
Not listening
Jumping to conclusions
Failure to probe, especially in what look like areas of weakness
Low recall of information
A tendency to try and assess the interviewee as a whole rather than
(24)
Lack of effective follow-up
Use the same questions with all candidates: using the same questions
with all candidates can reduce bias “ because of the obvious fairness of
giving all the candidates the exact same opportunity and limit many
made. (27)
d- Use better questions: Questions are better that are more objective
analysis) (28)
b- Review the job specification and plan to start the interview with a
d- Prepare the site of the interview. The interview should take place in
The selection of an appropriate place for the interview can minimize the
places contain people, things and interests that might compete with
interview time. Although the aphorism “ out of sight, out of mind” is not
Plan on keeping a record of the interview, and review this record after the
seeing the interviewers taking notes, can discover what is bothering him
the interviewer’s offer to show him the notes. This offer should not be
rapport. ) (31)
Establish rapport: The main reason for the interview is to find out about
the applicant. To do this, start by putting the person at ease. Greet the
example:
-
“ According to your CV, this is your third job since leaving
interview notes. Fill in the structured interview guide and review the
mistakes. Reviewing the interview shortly after the candidate has left
can help you minimize these two problems. Some employers find
candidates. (33)
interviewing skills and avoids the factors, which may undermine its
usefulness.
Four skills are essential for nearly all types of interviews: (1) asking well-
answers, and (4) being patient and persistent until you have the
information needed. These skills do not come usually naturally and need
Edition. 1999
Shackleton, 1993
5- www.schooltocareer.com
6- www.careeregypt.com
1- Dessler – P. 216
2- Dessler – P. 219
3- Dessler- P. 216
4- Dessler – P. 220
5- Dessler- P. 220
6- Dessler- P. 220
7- Dessler- P. 221
8- Dessler- P. 221
9- Dessler- P. 222
23- Gordon- P. 77
34- Stewart- P. 19