© Copyright The McGraw-Hill Companies, Inc., 2008 Slide 1

Chapter 7Chapter 7

Types of InterviewsTypes of Interviews

• The Information-Gathering InterviewThe Information-Gathering Interview

• The Career Research InterviewThe Career Research Interview

• The Employment InterviewThe Employment Interview

• The Performance Appraisal InterviewThe Performance Appraisal Interview

Chapter OutlineChapter Outline

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Information-Gathering InterviewInformation-Gathering Interview

• Survey interviewsSurvey interviews

• Diagnostic interviewsDiagnostic interviews

• Research interviewsResearch interviews– Also called “information-gathering”Also called “information-gathering”

• Investigative interviewsInvestigative interviews

• Exit interviewsExit interviews

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Information-Gathering InterviewInformation-Gathering Interview

• Collect Background InformationCollect Background Information– Traditional library researchTraditional library research

– Interview knowledgeable peopleInterview knowledgeable people

• Define Interview Goals and QuestionsDefine Interview Goals and Questions– Goal should be specificGoal should be specific

– Questions should lead to the goalQuestions should lead to the goal

• Choose the Right IntervieweeChoose the Right Interviewee

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Career Research InterviewCareer Research Interview

• Value of Personal ContactsValue of Personal Contacts– ““It’s not what you know, it’s who you know.”It’s not what you know, it’s who you know.”

– 3-R Interview3-R Interview• Conduct ResearchConduct Research

• Be RememberedBe Remembered

• Gain ReferralsGain Referrals

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Career Research InterviewCareer Research Interview

• Choosing IntervieweesChoosing Interviewees– Benefit from distant connectionsBenefit from distant connections– Weak ties more useful than close Weak ties more useful than close

acquaintancesacquaintances

• Contacting Perspective IntervieweesContacting Perspective Interviewees– First contact should be in writingFirst contact should be in writing

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The Employment InterviewThe Employment Interview

• Explores how well a candidate fits a jobExplores how well a candidate fits a job

• Most important factor in landing a jobMost important factor in landing a job

• Employers identify the ability to Employers identify the ability to communicate as more important in shaping communicate as more important in shaping a hiring decision than other factorsa hiring decision than other factors

• Usually the best interviewee gets the jobUsually the best interviewee gets the job

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The Employment InterviewThe Employment Interview

• Pre-interview StepsPre-interview Steps– Conduct background researchConduct background research– Contact potential employersContact potential employers– Prepare for possible interview formatsPrepare for possible interview formats

Panel (Team)Panel (Team) AuditionAuditionBehavioralBehavioral StressStress

– Think constructivelyThink constructively– Dress appropriately, act professionallyDress appropriately, act professionally

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During the InterviewDuring the Interview

Interview success depends on factors other Interview success depends on factors other than technical skill used in the positionthan technical skill used in the position

• Know the organization and the jobKnow the organization and the job• Prepare for important questions (5 areas)Prepare for important questions (5 areas)• Respond to the employer’s needs, not yoursRespond to the employer’s needs, not yours• Be honest, but sell yourselfBe honest, but sell yourself• Emphasize the positiveEmphasize the positive

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During the InterviewDuring the Interview

• Back up your answers with evidenceBack up your answers with evidence– PARPAR

• Identify the problem, describe action, state Identify the problem, describe action, state resultsresults

• Keep your answers briefKeep your answers brief• Be enthusiasticBe enthusiastic• Have your own questions answeredHave your own questions answered• RehearseRehearse

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The Employment InterviewThe Employment Interview

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The Employment InterviewThe Employment Interview

• Post-Interview Follow-upPost-Interview Follow-up– Immediately write a thank-you letter to Immediately write a thank-you letter to

the interviewerthe interviewer

– If you don’t get the job, consider If you don’t get the job, consider asking whyasking why

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The Employment InterviewThe Employment Interview

• Interviewing and the LawInterviewing and the Law–Questions may not discriminate on the Questions may not discriminate on the

basis of race, color, religion, sex, basis of race, color, religion, sex, disabilities, national origin, or agedisabilities, national origin, or age

–BBona ona FFide ide OOccupational ccupational QQualification ualification (BFOQ)(BFOQ)• Any question asked should be job relatedAny question asked should be job related

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The Employment InterviewThe Employment Interview

• Interviewing and the Law continuedInterviewing and the Law continued–Americans with Disabilities Act of 1990Americans with Disabilities Act of 1990

–Disability defined as a “physical” or Disability defined as a “physical” or “mental impairment” that “substantially “mental impairment” that “substantially limits” one or more “major life activities”limits” one or more “major life activities”

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Answering an Unlawful Answering an Unlawful QuestionQuestion

1.1. Answer without objectionAnswer without objection

2.2. Seek explanationSeek explanation

3.3. Redirection Redirection

4.4. RefusalRefusal

5.5. WithdrawalWithdrawal

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The Performance Appraisal InterviewThe Performance Appraisal Interview

Performance appraisals Performance appraisals are are interviews between superior and interviews between superior and subordinate to discuss the quality subordinate to discuss the quality of the subordinate’s performance.of the subordinate’s performance.

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The Performance Appraisal InterviewThe Performance Appraisal Interview

• A performance appraisal…A performance appraisal……Lets the employee know where he standsLets the employee know where he stands…Develops employee skillsDevelops employee skills…Improves employment relationshipsImproves employment relationships…Helps management learn employee’s point Helps management learn employee’s point

of viewof view…Counsels the employeeCounsels the employee…Sets goals for the futureSets goals for the future

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Performance Appraisal InterviewPerformance Appraisal Interview

• Steps in the Appraisal ProcessSteps in the Appraisal Process– Review progress Review progress

• Use established, measurable criteriaUse established, measurable criteria

– Discuss successes, problems, and needsDiscuss successes, problems, and needs• Focus on most important criteriaFocus on most important criteria

• Feedback should be accurate and Feedback should be accurate and relevant relevant

• Balance praise and constructive criticismBalance praise and constructive criticism

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Performance Appraisal InterviewPerformance Appraisal Interview

• Steps in the Appraisal ProcessSteps in the Appraisal Process–Set goalsSet goals

• 80:20 rule80:20 rule

• Specific descriptionsSpecific descriptions

• Time limitsTime limits

• Manageable for the workerManageable for the worker

–Review and respond to the written recordReview and respond to the written record