海南大学：《人力资源管理》课程教学课件（PPT讲稿）Chapter 6 Interviewing Candidates

Gary Dessler Human Resource Management,8th Edition Chapter Six Interviewing Candidates

Gary Dessler Human Resource Management, 8th Edition Chapter Six Interviewing Candidates

Behavioral Objectives When you finish studying this chapter,you should be able to: Describe several basic types of interviews. Explain the factors and problems that can undermine an interview's usefulness and techniques for eliminating them. List important "guidelines for interviewers." Explain how to develop a structured or situational interview. Discuss how to improve your performance as an interviewer

Behavioral Objectives Describe several basic types of interviews. Explain the factors and problems that can undermine an interview’s usefulness and techniques for eliminating them. List important “guidelines for interviewers.” Explain how to develop a structured or situational interview. Discuss how to improve your performance as an interviewer. When you finish studying this chapter, you should be able to: 1

Types of Interviews The seven main types of interviews used at work are: Structured Nonstructured Situational Sequential Panel Stress Appraisal 2

Types of Interviews The seven main types of interviews used at work are: Structured Nonstructured Situational Sequential Panel Stress Appraisal 2

Classification of Interview Types Interviews can be classified in one or more of four ways,according to: 1.How structured they are 2.Their purpose 3.Their“content”?-the types of questions they contain 4.The way they are administered

Classification of Interview Types Interviews can be classified in one or more of four ways, according to: 1. How structured they are 2. Their purpose 3. Their “content”—the types of questions they contain 4. The way they are administered 3

Factors That Can Undermine an: Interview's Usefulness Snap Judgements Negative Emphasis Misunderstanding the Job Pressure to Hire Candidate-Order(Contrast)Error Influence of Nonverbal Behavior

Factors That Can Undermine an Interview’s Usefulness Snap Judgements Negative Emphasis Misunderstanding the Job Pressure to Hire Candidate-Order (Contrast) Error Influence of Nonverbal Behavior 4

The Structured Interview The actual procedure consists of five steps: Step 1.Job analysis Step 2.Evaluate the job duty information Step 3.Develop interview questions Step 4.Develop benchmark answers Step 5.Appoint interview panel and implement 5

The Structured Interview Step 1. Job analysis Step 2. Evaluate the job duty information Step 3. Develop interview questions Step 4. Develop benchmark answers Step 5. Appoint interview panel and implement The actual procedure consists of five steps: 5

Structure the Interview Actions you can take to enhance the interview's structure include: Base interview questions on job analysis. Use objective,specific,and behaviorally- oriented questions and criteria for evaluating the interviewee's responses. Train interviewers. Use the same questions with all candidates. Use rating scales to rate interviewees'answers. Use multiple interviewers or panel interviews. Use better questions. 6

Structure the Interview Actions you can take to enhance the interview’s structure include: Base interview questions on job analysis. Use objective, specific, and behaviorally￾oriented questions and criteria for evaluating the interviewee’s responses. Train interviewers. Use the same questions with all candidates. Use rating scales to rate interviewees’ answers. Use multiple interviewers or panel interviews. Use better questions. 6

Examples of Questions That Provide Structure Situational Questions: 1.Suppose a co-worker was not following standard work procedures.The co-worker was more experienced than you and claimed the new procedure was better.Would you use the new procedure? 2.Suppose you were giving a sales presentation and a difficult technical question arose that you could not answer.What would you do? Past Behavior Questions: 3.Based on your past work experience,what is the most significant action you have ever taken to help out a co-worker? 4.Can you provide and example of a specific instance where you developed a sales presentation that was highly effective? >

Examples of Questions That Provide Structure Situational Questions: 1. Suppose a co-worker was not following standard work procedures. The co-worker was more experienced than you and claimed the new procedure was better. Would you use the new procedure? 2. Suppose you were giving a sales presentation and a difficult technical question arose that you could not answer. What would you do? Past Behavior Questions: 3. Based on your past work experience, what is the most significant action you have ever taken to help out a co-worker? 4. Can you provide and example of a specific instance where you developed a sales presentation that was highly effective? 7

Examples of Questions That Provide Structure (Cont.) Background Questions: 5.What work experiences,training,or other qualifications do you have for working in a teamwork environment? 6.What experience have you had with direct point-of-purchase sales? Job Knowledge Questions: 7.What steps would you follow to conduct a brainstorming session with a group of employees on safety? 8.What factors should you consider when developing a television advertising campaign? 8

Examples of Questions That Provide Structure (Cont.) Background Questions: 5. What work experiences, training, or other qualifications do you have for working in a teamwork environment? 6. What experience have you had with direct point-of-purchase sales? Job Knowledge Questions: 7. What steps would you follow to conduct a brainstorming session with a group of employees on safety? 8. What factors should you consider when developing a television advertising campaign? 8

Behavior Specifications Areas of focus in determining the kind of person who would be best for the job: Knowledge-Experience Factor Motivation Factor Intellectual Factor Personality Factor 9

Behavior Specifications Knowledge-Experience Factor Motivation Factor Intellectual Factor Areas of focus in determining the kind of person who would be best for the job: Personality Factor 9