Structuring the Interview

1

• Chapter 4
• Structuring the Interview

2
Chapter Summary

• Opening the Interview
• The Body of the Interview
• Closing the Interview
• Summary

3
Opening the Interview

• It takes two parties to launch an interview
  successfully.
  
• Two-Step Process
• Establish rapport
• Orienting the other party
• Rapport and orientation are often intermixed and
  reduce relational uncertainty.

4
Opening Techniques

• State the Purpose p. 79
• Adapt the opening to each interviewee and
  situation
  
• Summarize the Problem
• Know when to end the opening and move on
• The summary should inform not spill into body
• Explain How a Problem Was Discovered p80
• Offer an Incentive or Reward (5 beer drinking
  study)
  
• Request for Advice or Assistance (be sincere)
• Refer to the Known Position of the Interviewee
  (make sure you are right?)
  
• Refer to the Person Who Sent You to the
  Interviewee p. 81
  
• Refer to Your Organization
• Request a Specific Amount of Time (more than 5-10
  min appt.)
  
• Ask a question avoid closed questions answered
  with - no
  
• Use a Combination p. 82 make it a dialogue
  involve interviewee

5
Nonverbal Communication in Openings

• An effective opening depends upon how you look,
  act and say what you say.
  
• First impressions determine tone and flow
• Territoriality knock await response
• Appearance and Dress contributes to first
  impressions
  
• Touch handshake
• Sex and culture regulate nonverbal communication
  in openings

6
The Body of the Interview

• Interview Guide
• An interview guide is a carefully structured
  outline of topics and subtopics to be covered
  during an interview.
  
• A guide ensures the consideration of all
  important topics and subtopics.
  
• It assists in recording answers and recall at a
  later date.

7
The Body of the Interview

• Interview Guide
• Outline Sequences
• Topical
• Time
• Space
• Cause-to-effect
• Problem-solution

8
The Body of the Interview

• Interview Schedules
• A nonscheduled interview is merely an interview
  guide with no questions prepared in advance.
  
• Unintentional interviewer bias is most likely to
  occur in a nonscheduled interview.

9
The Body of the Interview

• Interview Schedules
• A moderately scheduled interview contains all
  major questions with possible probing questions
  under each.
  
• A moderately scheduled interview lessens the
  dangers of instant question creation.

10
The Body of the Interview

• Interview Schedules
• A highly scheduled interview includes all
  questions and the exact wording to be used with
  each interviewee.
  
• Highly scheduled interviews sacrifice flexibility
  and adaptability for control.

11
The Body of the Interview

• Interview Schedules
• A highly scheduled standardized interview is the
  most thoroughly planned and structured.
  
• All question and answer options are stated in
  identical words to each interviewee.
  
• Highly scheduled standardized interviews are
  necessary for precision, replicability, and
  reliability.

12
The Body of the Interview

• Interview Schedules
• Consider a strategic combination of schedule
  types.
  
• Combined schedules enable interviewers to satisfy
  multiple needs.
  
• Advantages and Disadvantages on Figure 4.1 on
  page 90

13
The Body of the Interview
14
The Body of the Interview

• Question Sequences
• Tunnel Sequence A series of similar questions,
  either open or closed. It works well with
  informal and simple interviews.
  
• Funnel Sequence Begins with a broad, open-ended
  question and proceeds with evermore restricted
  questions. It works well with motivated
  interviewees.

15
The Body of the Interview

• Question Sequences
• Inverted Funnel Sequence Begins with a closed
  question and proceeds toward open questions. It
  provides a warm-up time for those reluctant to
  talk.
• Combination Sequences hourglass sequence p. 92
  bottom Figure 4.5, open closed open
  
• Diamond Sequence Figure 4.6 closed open
  closed (these combinations help with specific
  situations)

16
The Body of the Interview

• Question Sequences
• Quintamensional Design Sequence Five-step
  approach that proceeds from an interviewees
  awareness of the issue to attitudes uninfluenced
  by the interviewer, specific attitudes, reasons
  for these attitudes, and intensity of attitude.
  It is effective at assessing attitudes and
  beliefs and is often used in opinion polls. P.
  93

17
Closing the Interview

• Take your time and be tactful in what you say and
  do in the closing.
  
• The closing often signals the continuation of a
  relationship.

18
Closing the Interview

• Functions and Guidelines for Closings
• First, the closing signals the termination of the
  interview but not the relationship.
  
• Second, the closing may express supportiveness to
  enhance the relationship and bring the interview
  to a positive close.
  
• Third, the closing may summarize the interview. A
  summary must accurately reflect the important
  elements of the interview.

19
Closing the Interview

• Functions and Guidelines for Closings
• Be sincere and honest.
• Do not rush the closing.
• Do not introduce new topics or ideas during the
  closing.
  
• Leave the door open for future contacts.
• Avoid false closings when the interview is not
  really over.
  
• Avoid failed departures when you soon meet up
  again with the party after having concluded the
  interview.

20
Closing the Interview

• Closing Techniques
• Offer to answer questions.
• Use clearinghouse questions.
• Declare completion of the intended purpose.
• Make personal inquiries.
• Make professional inquiries.
• Signal that time is up.

Continued...
21
Closing the Interview

• Closing Techniques
• Explain the reason for the closing
• Express appreciation or satisfaction
• Arrange for the next meeting
• Summarize the interview

22
Closing the Interview

• Nonverbal Closing Actions
• Plan the closing just as you do the opening and
  body of the interview.
  
• Combine effective verbal and nonverbal techniques
  into effective closings.

23
Closing the Interview

• Nonverbal Closing Actions
• Common Nonverbal Closing Actions
• Straightening up in your seat.
• Leaning forward.
• Standing up or moving away from the other party.
• Uncrossing your legs.
• Placing your hands on your knees as if preparing
  to rise.

Continued...
24
Closing the Interview

• Nonverbal Closing Actions
• Common Nonverbal Closing Actions
• Breaking eye contact.
• Offering to shake hands.
• Making hand movements.
• Smiling.
• Looking at a clock.

25
Summary

• All three parts of each interviewopening, body,
  and closingare vital to its success.
  
• The opening influences how both parties perceive
  themselves and one another.
  
• The body must be carefully structured with an
  appropriate sequence that guides the questions.
  
• The closing not only brings the interview to an
  end, but it may summarize information.

26

• Chapter 5
• The Probing Interview

27
Chapter Summary

• Preparing the Interview
• Selecting Interviewees and Interviewers
• Conducting the Interview
• Preparing the Report or Story
• The Interviewee in the Probing Interview
• Summary

28
Preparing the Interview

• Determining the Purpose
• Your purpose controls how you prepare and what
  you do in probing interviews.

29
Preparing the Interview

• Researching the Topic
• The Internet and databases are becoming essential
  resources for interviews.
  
• Paying attention to omissions, dates, and interim
  events may help to focus your purpose.
  
• Evidence of research impresses interviewees.

30
Preparing the Interview

• Structuring the Interview Interview Guide
• Plan a structural sequence but remain flexible.
• Who was involved?
• What happened?
• When did it happen?
• Where did it happen?
• How did it happen?
• Why did it happen?

31
Preparing the Interview

• Structuring the Interview The Opening
• A solid opening is essential in motivating an
  interviewee.
  
• Know what off the record means to both parties.

32
Preparing the Interview

• Structuring the Interview Body
• A moderate schedule is a useful tool for long
  interviews.
  
• The moderate schedule allows the flexibility to
  delete questions and create new ones.

33
Preparing the Interview

• Structuring the Interview Closing
• Abide by time limits.
• Involve the interviewee actively in the closing.

34
Selecting Interviewees and Interviewers

• Selecting Interviewees Level of Information
• Make sure your interviewee possesses the
  information you need.

35
Selecting Interviewees and Interviewers

• Selecting Interviewees Availability
• Do not assume a potential interviewee is
  unavailable ask first.

36
Selecting Interviewees and Interviewers

• Selecting Interviewees Willingness
• Fear of what may be revealed in an interview
  might make participants reluctant.
  
• Resort to arm-twisting as a last resort.

37
Selecting Interviewees and Interviewers

• Selecting Interviewees Ability
• Many potential interviewees are willing but
  unable to participate for several reasons
  
• Faulty memory.
• Poor health.
• State of shock.
• Inability to express or communicate ideas.
• Proneness to exaggeration or oversimplification.
• Unconscious repression or distortion of
  information.
  
• Biases or prejudices.
• Habitual lying.

38
Selecting Interviewees and Interviewers

• Selecting Interviewers
• An interviewer should be
• Friendly
• Courteous
• Organized
• A keen observer
• A good listener
• Patient
• Persistent
• Skillful at asking probing questions

39
Selecting Interviewees and Interviewers

• Selecting Interviewers Status
• Status difference and similarity affect
  motivation, freedom to respond, control, and
  rapport.
  
• Status is a critical criterion for some
  interviewees.

40
Selecting Interviewees and Interviewers

• Relationship of Interviewer and Interviewee
• Be aware of the relational history of the
  parties.
  
• Be aware of perceived similarities and
  differences of both parties.

41
Conducting the Interview

• Motivating Interviewees
• Know what motivates each interviewee.
• Trust is essential for probing interviews.

42
Conducting the Interview

• Asking Questions Ask Open-Ended Questions
• Use the number of questions necessary to get the
  job done.
  
• Listening is as important as asking.
• Make the interviewee the star of the show.
• Be an active listener, not a passive sponge.
• Know what you are doing and why.
• Think before asking.

43
Conducting the Interview

• Note Taking and Tape Recording Note Taking
• Weigh carefully the pros and cons of note taking
  prior to the interview.
  
• Note taking should not threaten the interviewee.

44
Conducting the Interview

• Note Taking and Tape Recording Tape Recording
• Three advantages of tape recording
• Enables you to relax and concentrate on the
  interviewee.
  
• You can hear or watch what was said at a later
  time without having to rely on memory.
  
• A recording may pick-up answers that may have
  been inaudible at the time.

45
Conducting the Interview

• Note Taking and Tape Recording Tape Recording
• Three disadvantages of tape recording
• Tape recorders can malfunction or create
  technical interruptions.
  
• Some people view recorders as an intrusion.
• Tapes provide permanent, undeniable records that
  may threaten some interviewees.

46
Conducting the Interview

• Handling Difficult Situations
• A Sanitized versus a Real Setting
• You may need to feel and experience before you
  can ask meaningful questions.
  
• Use good sense and good judgment in probing
  interviews.
  
• In unsanitized situations, prepare for human
  suffering and risks.

47
Conducting the Interview

• Handling Difficult Situations
• The Press Conference or Group Interview
• The interviewee usually controls the press
  conference.
  
• Your relationship with the interviewee is
  critical at a press conference.

48
Conducting the Interview

• Handling Difficult Situations
• The Broadcast Interview
• Being familiar with the physical setting may
  avoid surprises.
  
• Spontaneous questions generate spontaneous
  answers.

49
Conducting the Interview

• Handling Difficult Interviewees
• The seven common types of interviewees are
• Emotional Interviewees
• Hostile Interviewees
• Reticent Interviewees
• Talkative Interviewees
• Evasive Interviewees
• Confused Interviewees
• Dissimilar Interviewees

50
Preparing the Report or Story

• Make it a habit to check all sources.
• Be honest, accurate, and fair in reporting
  interview results.

51
The Interviewee and the Probing Interview

• Doing Homework
• Get to know the interviewer as well as the
  interviewer knows you.
  
• Who is the interviewer?
• Who does the person represent?
• How long will the interview take?
• What information does the person want?
• How will the information be used?

52
The Interviewee and the Probing Interview

• Understanding the Relationship
• Appreciate the impact of upward and downward
  communication in interviews.
  
• Understand the relationship prior to the
  interview.

53
The Interviewee and the Probing Interview

• Awareness of the Situation
• Assess the many situational variables that will
  impact the interview.
  
• Consider establishing ground rules such as time,
  place, length, which topics are off-limits, and
  the identity of the interviewer.

54
The Interviewee and the Probing Interview

• Anticipating Questions
• Be as prepared to answer as the interviewer is
  prepared to ask.
  
• Rehearsing possible questions and answers is a
  common preparatory technique.

55
The Interviewee and the Probing Interview

• Listening to Questions
• Listen and think before answering
• Be patient.
• Focus attention on the question of the moment.
• Concentrate on both the interviewer and the
  question.
  
• Do not dismiss a question too quickly as
  irrelevant or stupid.

56
The Interviewee and the Probing Interview

• Answering Strategically
• Avoid defensiveness.
• Share control of the interview.
• Explain what you are doing and why.
• Take advantage of question pitfalls.
• Support your answers.
• Use analogies and metaphors to explain unknown or
  complicated things.
  
• Organize long answers like mini-speeches.

57
Summary

• The probing interview is the most common type of
  interview.
  
• This chapter has presented guidelines for
  structured probing interviews that call for
  thorough preparation and flexibility.
  
• Interviewees need not be passive participants.

58

• Chapter 7
• The Recruiting Interview

59
Chapter Summary

• The Changing World of Work
• Preparing the Recruiting Effort
• Obtaining and Reviewing Information for
  Applicants
  
• Structuring the Interview
• Conducting the Interview
• Evaluating the Interview
• Summary

60
The Changing World of Work

• Brains are more important than brawn.
• The knowledge worker is now the prized employee.
• Knowledge, information, technology, medicine and
  data are now where work and competition are
  centered.
  
• Finding, recruiting, interviewing, evaluating,
  and retaining quality employees are an
  organizations biggest challenges.

61
The Changing World of Work

• Essential Applicant Skills
• Language and the accompanying culture
• Problem-solving attitude
• Computer competent
• The ability to deal effectively with numbers
• Strong interpersonal skills

Continued
62
The Changing World of Work

• Essential Applicant Skills
• Global and diverse perspective
• Willingness to learn new skills and ideas
• Ability to deal effectively with change and job
  ambiguity
  
• Customer and quality oriented
• Team player and group leader

63
The Changing World of Work

• Where to Find Good Applicants
• Internet Options
• Career catalogue department at large bookstores
• College placement services
• Ethnic organizations
• Job fairs
• Downsizing or merging organizations
• Personal associates and friends
• Professional societies

64
Preparing the Recruiting Effort

• Reviewing EEO Laws
• EEO Laws to Know
• Know both state and federal laws
• Federal EEO laws pertain to all organizations
  that
  
• Deal with the federal government
• Have more than fifteen employees
• Have more than 50,000 in government contracts
• Engage in interstate commerce

Continued...
65
Preparing the Recruiting Effort

• Reviewing EEO Laws
• EEO Laws to Know
• State laws may be more stringent than federal
  laws.
  
• Unintentional violations are still violations.
• EEO laws apply to applicants who are not
  minorities or women.

66
Preparing the Recruiting Effort

• Reviewing EEO Laws
• Compliance with EEO Laws
• Bona fide occupational qualifications (BFOQs) are
  the keys to nondiscriminatory hiring.
  
• EEO violations are easy to avoid.
• Focus on the positive, not the negative.
• Treat applicants as you would want to be treated.

67
Preparing the Recruiting Effort

• Reviewing EEO Laws
• Keep Up-to-Date
• Current information on EEO laws is essential.
• Accepting or keeping unlawful information create
  liability for the company even if the information
  was not requested.

68
Preparing the Recruiting Effort

• Developing an Applicant Profile
• The profile must be a composite of BFOQs.
• The profile is the ideal by which all applicants
  are measured.
  
• Is past performance the best predictor of future
  performance?
  
• Can non-dominant group applicants match your
  profile?

69
Preparing the Recruiting Effort

• Assessing What Applicants Want
• What Do Applicants Desire in a Position and
  Career?
  
• Applicants are increasingly information driven.
• Applicants may not look or dress like you live
  with it.
  
• What Do Applicants Desire in an Interviewer?
• The recruiter is the organization in the
  applicants eyes.
  
• Select recruiters with applicant characteristics
  in mind.

70
Obtaining and Reviewing Information on Applicants

• Application Forms
• Resumes
• Cover Letters
• Letters of Recommendation References
• Tests
• Basic skills tests
• Personality tests
• Honesty tests
• Many sources have criticized the use and validity
  of honesty tests.
  
• Probing deeply into answers is essential in
  assessing honesty.

71
Obtaining and Reviewing Information on Applicants

• Benefits of Previewing Applicants
• Doing your homework leads to more effective
  interviews.

72
Structuring the Interview

• The Opening
• Establishing Rapport
• Orientation
• The Opening Question

73
Structuring the Interview

• The Body of the Interview
• Unstructured interviews do not recruit top
  quality applicants.
  
• Highly structured interviews are more reliable
  but less flexible and adaptable.
  
• Moderately structured interviews are used by the
  majority of recruiters.
  
• In all cases, get the applicant talking as
  quickly as possible.

74
Structuring the Interview

• Closing the Interview
• The closing must sustain the positive tone of the
  interview.
  
• Do not encourage or discourage applicants
  needlessly.
  
• Make decisions and notify all applicants as soon
  as possible.

75
Conducting the Interview

• Nontraditional Interviewing Approaches
• Applicants and recruiters prefer the traditional
  one-on-one interview.
  
• Stifle any signs of competition in seminar
  interviews.

76
Conducting the Interview

• Asking Questions
• Keep your questions open-ended.
• Applicants give longer answers to open-ended
  questions.

77
Conducting the Interview

• Common Question Pitfalls
• Be on guard for pitfalls in primary and secondary
  questions.
  
• Evaluative responses will lead to safe,
  superficial answers.
  
• Do not ask unlawful questions.
• Do not ask for information that you already have.

78
Conducting the Interview

• Traditional Questions
• Interest in the Organization
• Work-related (general)
• Work-related (specific)
• Teams and Team Work
• Education and Training
• Career Paths and Goals
• Performance
• Salary and Benefits
• Career Field

79
Conducting the Interview

• Non-Traditional Questions
• Past Experiences
• Critical Incidents
• Hypothetical Situations
• A Case Approach

80
Conducting the Interview

• Giving Information
• Information is the primary interest of
  applicants.
  
• Minimize you in the interview.
• Rule 1 Keep your ears open and your mouth shut.

81
Evaluating the Interview

• Record your impressions and reactions
  immediately.
  
• Assess the performance of both interview parties.

82
Evaluating the Interview
83
Summary

• The recruiting interview can be an effective
  means of selecting employees, but it takes
  preparation that includes becoming familiar with
  state and federal EEO laws, developing an
  applicant profile, obtaining and reviewing
  information on applicants, and developing a
  carefully structure interview.
• When the interview is concluded, conduct
  evaluations of the applicant and yourself.