conduct the interviews
7-4
Outline of Chapter 7
How
to conduct an interview (emphasis)
Structure your interview Prepare for the interview Establish rapport Ask questions Close the interview Review the interview
7-24
How to Structure and Conduct Your Interview
Base questions on actual job duties Use knowledge, situational questions and objective criteria to evaluate Train interviewers Use same questions

Interview content(types of questions)

Administering the interview
Panel interviews Phone and video interviews Computerized interviews


Are interviews useful?
7-13
Samples of situational interview
Case I:在一个风雨交加的黑夜里，一位汽车司 机因自己所驾驶的汽车的一个轮胎爆裂而不得 不用汽车的备用轮胎更换，此时，因风大雨大， 司机不小心把固定轮胎的螺帽滚落到下水道里， 顿时这位司机就束手无策了。正当司机一筹莫 展之时，有一位智者走过来，在没有求助任何 机构的情况下，他告诉了司机一个方法：把其 他三个轮胎各卸下一个螺帽来固定备用轮胎。 司机因此能够把汽车安全开到目的地。
7-16
Samples of situational interview (Cont.)
Case II 某公司总经理出国考察出了车祸，必须 较长期住在国外治疗，在总经理出国期间负责行 使总经理职权的周某，恰在此时向领导递交了辞 呈，决定辞去副总经理的职务，离开公司另谋他 就。
Questions：
7-18
Puzzle Questions
“Mike and Todd have $21 between them. Mike has $20 more than Todd. How much money has mike, and how much money has Todd?”
$20.50 $0.50
7-27
Establish Rapport & Ask Questions
Put the interviewee at ease Begin interview with an ice breaker Be aware of the applicant’s status Follow your list of questions Ask for examples Mention you will contact references
7-7
Basic Types of Interviews
Selection interview’s three classifications are to be discussed fully in this chapter Appraisal interviews are given following performance appraisals and will be discussed later Exit interviews are performed when employees leave the company and will be discussed in later chapters
Computers, not people Specific questions Multiple-choice format Rapid-fire(急速的) sequence Requires concentration Helps reject unacceptable candidates Saves time
7-6
Interview
An interview is a procedure designed to obtain information from a person through oral responses to oral inquiries A selection interview is a selection procedure designed to predict future job performance on the basis of applicants’ oral responses to oral inquiries
7-14
Questions： 1．如果您是某公司的领导，你从这个故事中获得 了何种有益的启示？ 2．如果您是某公司的领导，你从这个故事中获得 了何种重要的教训？ 3．请谈一些人力资源管理方面的心得。
7-15
Analysis：
1、本面试题的背景是风雨交加的夜晚，司机遇到了困难。 2、本面试考官无须考生回答如何处理这个困难，面试题本 身告诉你处理困难的方法。 3、考生可以获得的启示是多方面的，有人力资源管理方面 的启示，如A、B角，轮岗问题等；有管理方面的启示， 如工作之前的准备，检查必须的资料、材料和零件等。 4、考官可根据考生的回答，与考生随机地展开讨论。 5、考官可从考生的回答中了解考生的工作经验和临场应变 能力等。
7-19
Interview Administration
How it’s administered

Personal
Unstructured sequential Structured sequentialLeabharlann Panel Mass
Computerized
7-20
Computerized Interviews
Source: Adapted from /jobs/dc/DCPr ograms/OProgramForms/PDFS/D CA/Interview%20CG-5527.pdf. Accessed May 9, 2007.
7-11
Content
Interview content
7-1
Chapter 7
Interviewing Candidates
7-2
Outline of Chapter 7
Basic features of interviews


Types of interviews Structured versus unstructured interviews
1、请你分析一下主持公司的副总辞职的原因。 2、如果你是这个公司的第三把手，你会采取什么态度。 3、如果你是该公司董事会的董事长，面对这种情况你会采 用何种决策？请把你的工作思路和工作流程表达出来。
7-17
Analysis：
1、副总经理辞职的原因可能有很多种，任何 一种的回答都可以被认为是有根据的。 2、本面试题能相当好地考察应聘者的工作经 验和人际关系的经验。 3、应聘者在该面试题中必须面临三个角色的 扮演。
7-21
Are Interviews Useful?
Interviews are a good predictor of performance now Interviews should be structured and situational Be careful what types of traits you try to assess
Situational Behavioral Job related Stress
7-12
Supplement: Design Skill of Situational Interview
必须有一定的情景或背景资料。 没有统一答案，给每一个应聘者留有充分的回答 问题的空间。 每一种答案都能表现应聘者某一方面的能力或特 征。 应聘者无须事先准备，均可从过去的知识和经验 中去获得自己的答案。 应能留给面试考官继续提问的线索。
Check out recruiter chat at this page
7-22
5 Steps in Interview Design
Job Analysis Rate the Job Duties Create Interview Questions Create Benchmark Answers Appoint Panel & Conduct Interviews
7-8
Selection
How it’s structured
Interviews
The content
How it’s administered
7-9
How Interviews Are Structured
Directive Nondirective

7-10
FIGURE 7–1 Officer Programs Applicant Interview Form
7-26
Prepare for the Interview
Do interview in a quiet room with no interruptions Review resume and make notes Know the duties of the job Focus questions on skills that are a must Don’t make snap judgments