Unit 5 - Job Interviews

8/9/2019 Unit 5 - Job Interviews

1/17

dvanced Business

Communication

JOB INTERVIEWS


2/17

#1

The Recruitment and Selection Process

1. defining requirements -preparing job descriptions and specifications; deciding

terms and conditions of employment;

2. attracting candidates -reviewing and evaluating alternative sources of applicants,

inside and outside the company, advertising, using agencies and consultants;

3. selecting candidates -sifting applications, interviewing, testing, assessing

candidates, assessment centres, offering employment, obtaining references;

preparing contracts of employment.


3/17

#2

Deinin! Re"uirements

Role profiles for recruitment purposes

define the overall purpose of the role, its reporting relationships and key result

areas; may also include a list of the competencies required: technical competencies

(knowledge and skills) and any specific behavioural competencies attached to

the role.

Person specifications

define the education, training, qualifications and eperience; the technical

competencies as set out in the role profile may also be included.


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Person S$eciication

technical competencies;

behavioural and attitudinal requirements;

qualifications and training;

experience;

specific demands;

organisational fit;

special requirements;

meeting candidate expectations;


5/17

#%

Person S$eciication

!"#$%&' *% "+!%!

overstating the competencies and qualifications required

understating requirements ( it happens much less frequently).

he best approach is to distinguish between %''%#"- and !%'&"*-%

requirements.


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#&

'ttractin! (andidates

Advertising

attract attention; create and maintain interest;

stimulate action.


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#)

Selectin! (andidates

'$$lication orms

decide what the criteria for selection are and how these will be assessed by use of

the application form;

keep questions clear, relevant and nondiscriminatory;

ask for only the bare minimum of personal details; widen your pool of applicants by offering different options and guidance for

completing and viewing application forms;

develop a consistent and effective sifting process;

use a team of sifters from a range of backgrounds to represent the diversity of your

candidates;

review how effective you have been at the end of the process and once thesuccessful candidates are in their roles.


8/17

#*

Selectin! (andidates + The Inter,ie-

involves facetoface discussion and provides the best opportunity for the

establishment of close contact rapport between the interviewer and the

candidate.

Canindividuals do the job are they competent/

illindividuals do the job are they well motivated/

!o"will individuals fit into the organisation/


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'd,anta!es o Inter,ie-s provide opportunities for interviewers to ask probing questions about the

candidate0s eperience and to eplore the etent to which the candidate0s

competencies match those specified for the job;

enable interviewers to describe the job (a 0realistic job preview0) and the

organisation in more detail, suggesting some of the terms of the psychological

contract;

provide opportunities for candidates to ask questions about the job and to clarify

issues concerning training, career prospects, the organisation and terms and

conditions of employment;

enable a facetoface encounter to take place so that the interviewer can make an

assessment of how the candidate would fit into the organisation and what he or

she would be like to work with;

give the candidate the same opportunity to assess the organisation, theinterviewer and the job.


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Disad,anta!es o Inter,ie-s

can lack validity as a means of making sound predictions of performance, and

lack reliability in the sense of measuring the same things for different

candidates;

rely on the skill of the interviewer;

do not necessarily assess competence in meeting the demands of the

particular job;

can lead to biased and subjective judgements by interviewers.


11/17

#10

Inter,ie-in! Techni"ues + 'sin! uestions

Open questions

the best ones to use to get candidates to talk to encourage a full response; can give you a lot of useful information but you may not get eactly what you

want;

answers can go into too much detail

Probing questions

used to get further details or to ensure that you are getting all the facts

Closed questions

aim to clarify a point of fact


12/17

#11


Hypothetical questions

used in structured situationalbased interviews to put a situation to candidates

and ask them how they would respond

Behavioural event questions used in behaviouralbased structured interviews aim to get candidates to tell you

how they would behave in situations that have been identified as critical to

successful job performance

Capability questions

aim to establish what candidates know, the skills they possess and use and theircompetencies what they are capable of doing


13/17

#12


Questions about motivation

the degree to which candidates are motivated is a personal quality to which it is

usually necessary to give special attention if it is to be properly assessed

Continuity questions

aim to keep the flow going in an interview and encourage candidates toenlargeon what they have told you, within limits

Play-back questions

test your understanding of what candidates have said by putting to them astatement of what it appears they have told you, and asking them if they agree or

disagree with your version


14/17

#1


Career questions

can provide some insight into motivation as well as establishing how they have

progressed in acquiring useful and relevant knowledge, skills and eperience

Focused ork questions

tell you more about particular aspects of the candidate0s work history

Questions about outside interests

can give some insight into howwell motivated the candidates are; you should not

spend much time asking people with work eperience about their outsideinterests or hobbies; it is seldom relevant


15/17

#1%

Inter,ie-in! Techni"ues + Ten 3seul

uestions

1. 2hat are the most important aspects of your present job/

3. 2hat do you think have been your most notable achievements in your career to

date/

4. 2hat sort of problems have you successfully solved recently in your job/

5. 2hat have you learned from your present job/

6. 2hat has been your eperience in.../

7. 2hat do you know about.../

8. 2hat is your approach to handling.../

9. 2hat particularly interests you in this job and why/

. #ow you have heard more about the job, would you please tell me which aspectsof your eperience are the most relevant/

1. s there anything else about your career that hasn0t come out yet in this interview

but that you think ought to hear/


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#1&

Selection Inter,ie-in! + DO

give yourself sufficient time; plan the interview so you can structure it properly; create the right atmosphere; establish an easy and informal relationship start with open questions; encourage the candidate to talk;

cover the ground as planned, ensuring that you complete a prepared agenda andmaintain continuity; analyse the candidate0s career to reveal strengths, weaknesses and patterns of

interest; ask clear, unambiguous questions; get eamples and instances of the successful application of knowledge, skills and the

effective use of capabilities; make judgements on the basis of the factual information you have obtained about candidates0 eperience and attributes in relation to the person specification; keep control over the content and timing of the interview.


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#1)

Selection Inter,ie-in! + DON4T

attempt too many interviews in a row;

fall into the halo or horns effect trap; start the interview unprepared;

plunge too quickly into demanding (probe) questions; ask multiple or leading questions; pay too much attention to isolated strengths or weaknesses;

allow candidates to gloss over important facts; talk too much or allow candidates to ramble on; allow your prejudices to get the better of your capacity to make objective judgements.

Documents

Unit 5 - Job Interviews