HRM textbook

CHAPTER 7 INTERVIEWING CANDIDATES 227
FIGURE 7-2 Examples of
Questions That Provide
Interview Structure
Job Knowledge Questions
1. What steps would you follow in changing the fan belt on a Toyota Camry?
2. What factors would you consider in choosing a computer to use for work?
Experience Questions
3. What experience have you had actually repairing automobile engines?
4. What experience have you had creating marketing programs for consumer
products?
Behavioral (Past Behavior) Questions
5. Tell me about a time when you had to deal with a particularly obnoxious person.
What was the situation, and how did you handle it?
6. Tell me about a time when you were under a great deal of stress. What was the
situation, and how did you handle it?
Situational (What Would You Do) Questions
7. Suppose your boss insisted that a presentation had to be finished by tonight, but
your subordinate said she has to get home early to attend an online class, so she is
unable to help you. What would you do?
8. The CEO just told you that he s planning on firing your boss, with whom you are
very close, and replacing him with you. What would you do?
* Use descriptive rating scales (excellent, fair, poor) to rate answers. For each question,
if possible, have several ideal answers and a score for each. Then rate each candidate
s answers against this scale.
* If possible, use a standardized interview form. Interviews based on structured guides
like the ones in Figures 7-1 (pages 216-217) or 7A-1 (pages 236 238) usually result
in better interviews. 74 At the very least, list your questions before the interview.
5 Give several examples of
situational questions,
behavioral questions, and
background questions that
provide structure.
STEP 3: GET ORGANIZED Hold the interview in a private room where
telephone calls are not accepted and you can minimize interruptions (including text
messages). Prior to the interview, review the candidate s application and résumé, and
note any areas that are vague or that may indicate strengths or weaknesses.
STEP 4: 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 candidate
and start the interview by asking a noncontroversial question, perhaps about the
weather or the traffic conditions that day. As a rule, all applicants even unsolicited
drop-ins should receive friendly, courteous treatment, not only on humanitarian
grounds but also because your reputation is on the line.
STEP 5: ASK QUESTIONS Try to follow the situational, behavioral, and job
knowledge questions you wrote out ahead of time. You ll find a sampling of other
technical questions (such as What did you most enjoy about your last job? ) in
Figure 7-3. As a rule,
Don t telegraph the desired answer.
Don t interrogate the applicant as if the person is on trial.
Don t monopolize the interview, nor let the applicant do so.
Do ask open-ended questions.
Do encourage the applicant to express thoughts fully.
Do draw out the applicant s opinions and feelings by repeating the person s last
comment as a question (e.g., You didn t like your last job? ).
Do ask for examples. 75
Do ask, If I were to arrange for an interview with your boss, what s your best
guess as to what he or she would say as your strengths, weaker points, and
overall performance?, and Tell me about a time when you had to deal with
someone difficult what did you do? 76