Correct Structure of Interviews - Essay Example

THE STRUCTURE OF INTERVIEWS By Location The Structure of Interviews Introduction Selecting the right employeeto fill a position in an organization involves a number of steps. Managers who are capable of making use of the appropriate tools to help understand the vital roles matching the appropriate candidates to the company plays a vital role in the recruitment process. One of the tools used to choose the right candidate to work for the organization is the process of interview. Understanding the process or structure of an interview helps both managers and interviewees organize their thoughts and feel less anxious. The aim of this paper is to explain the structure of an effective interview. Almost all organizations conduct an interview before recruiting employees to determine the candidates who are most competent to fit for the vacant position (Townsend 2007, p. 87). Managers use a first interview (screening), an interview conducted either via the phone call or at the office of the employer (Eung 2011, p. 56). This type of interview is brief and usually lasts for 40-60 minutes. During this interview, the interviewing managers will mainly want to know the candidate’s skills and experiences. Most interviewing managers make use of the screening interviews to describe organizational operations as well as the position (Seidman 2006, p. 34). If the managers are impressed by the candidate’s performance at this first interview, they invite the candidate for a second interview. The second interviews are usually longer compared to the first one and may take three hours or even a whole day. This interview involves a variety of interview questions, which are in form of testing. They also involve lunch or dinner, taking the interviewees out for a tour, as well as conducting a series of interviews to different candidates (Macan 2009, p. 14). The purpose of this interview is to make the interviewees to come out with full understanding of the organizational structure, culture, working environment, responsibilities of the job they are applying for, and gain enough know how to decide whether to take the job. Behavioral selection criteria Interviewers should choose the form of interviewing that they feel would be most effective. Behavioral interviewing also known as competence interviewing is the most effective form of interviewing used in most organizations. This type of interview requires the interviewee to draw about their experiences and give specific examples that demonstrates his or her competence in the applied post (Sund, Carin & Carin 2008, p. 33). This type of interviewing is more effective than unstructured interviewing in predicting employment achievements. Behavioral interviewing is effecting basing the argument on the principal that the best tool to predict the future performance of an employee is his or her experiences in similar working circumstances. Unlike traditional interviews, behavioral interviews are good in predicting the future behavior and performance of the interviewee depending on the type of questions asked. In traditional mode of interview, interviewees are asked straightforward questions such as “describe a work week”, what challenges you faced”, or “tell us about your weakness and strength” (Seidman 2006, p. 47). In behavioral interviews, the employers should have already decided the type of experiences and skills they want and the type of questions asked should enable them determine whether a certain candidate has such skills and experiences (Van, McFarland & Raymark 2007, p. 67). Instead of interviewers asking the interviewees how they would behave, they should ask them how they behaved. The interviewers in behavioral interview want to know the candidates handled a certain situation instead of how he or she will handle it in future. The type of questions to be asked in behavioral interviews should be more probing, specific, and pointed than the ones asked in traditional interviews. For instance, “describe an example situation when you employed logic to handle a problem or find solutions to that problem” or “explain a certain goal you achieved and tell me how this happened”. The main aim of formulating such questions is to enable the interviewers understand the way the interviewee behaves before in similar working circumstances (Seidman 2006, p. 34). The principle is that an individual’s past behaviors and experiences predicts how he or she will behave in future, that is past behavior predicts future behavior/performance. Preparation to be undertaken for the interview   Preparation and planning an interview is the first thing interviewers must accomplish in order to ensure effective interviewing process (Janz, Hellervik & Gilmore 1986, p. 65). The interviewers should plan the interview prior and frame the questions they will ask the interviewee. This will enable the interviewers to come up with the effective outcomes as well as choosing the right person to fit the post. This will aid in reducing time wasted during the interview session while trying to find the questions to ask the interviewees. This entails that the interviewers should establish a planner or a guide. The planner should follow the GROW interview model (Goal, Reality, Options, and Wrap up). The structure of an interview that uses the GROW model takes the following steps: Establish the interview goals First, the interviewers need to examine the behavior in the organization that they want to transform, and then set this behavioral change as the interview’s goal that they must achieve. The interview goal must be a SMART (should be Specific, Measurable, Attainable, Realistic, and Time-bound) (Pettersen & Durivage 2008, p. 67). The interviewers should frame appropriate interview questions that will enable them to determine whether a candidate is able to achieve the set goals and whether his or her career objectives fit the goals. Examine current reality It is important to ask interview candidates about their current realities. This is a very vital step, but most often managers try to reach their goals or solve a certain problem without considering the starting point. The interviewers should frame useful interview questions such as what is going on now and the effects of it? Explore options Once the interviewers have examined the current situation, it is then important to determine all the possible options that will enable them to reach their objectives. It is best to brainstorm all the possible options and discuss them to come up with the best ones (Dipboye 2005, p. 87). The more appropriate questions that can be used to explore possible options include, what else can you do? What are the obstacles? What can you avoid to achieve this goal? Establish the wrap-up Wrap-up is a very essential part in an interview. This signals the interviewee that the interview has already entered its wrap-up stage. A good candidate is the one who will ask some questions since this indicates that the candidates have done some research and really has interest in taking up the job (Klehe, König, Richter, Kleinmann & Melchers 2008 p. 78). Such questions may seek clarification of information the interviewers have presented, asking about the use of new technology, the culture of the organization, and the goals and objectives of the organization. It is also effective for the interviewing managers to ask the candidates whether they have something they would like say or add. The wrap-up stage impressions are as significant as the initial impressions. Interview guide Before conducting an interview, interviewers need to create an interview guide that will assist them to direct the interview conversation and focus on the specific issues and topics. Although interview guides vary high scripted guide to relatively loose guides, they all share similar features. Interview guides help the interviewers to know what to ask the interviewees, the sequence to follow, ways of posing the questions, and ways of posing follow-up questions. Interview guides provide the interviewers with guidance about what they should say or do next after the interviewee answers the last question (Bunting 2007, p. 34). Interview guides also help the managers to save time, especially when they have a long queue of candidates to interview. An effective interview guide also takes into account four vital facts of social interactions that might influence what candidates are likely to tell the interviewers. These four factors include, interview questions are not similar to research questions; individual’s espoused theories are different from the theories-in-use; interviews should be made social occasions, and testimony is a relative form of weak evidence (Cox & Dufault 2005, p. 34). Interview questionnaire Lastly, interviewers must adhere to the professional interview conduct standards. Several factors determine the efficacy of the interviewers. Such factors include the interview preparation, the structure and purpose and structure of the interview, interview conduct, interview impression, and atmosphere among many others (Van Iddekinge, McFarland & Raymark 2007, p. 78). Below are some of the tips that can ensure effective interview performance and management. Timing and venue-the interviewers should give the interviewees timely feedback. They should also allocate enough time that will enable them to interview all the candidates in a relaxed manner. The venue should be a quiet and conducive environment that will ensure less distraction. Interview structure and preparation-the interviewers should plan and determine the type of questions to be asked in the interview (Bunting 2007, p. 45). They should also formulate an interview guide or planner that follows the GROW interview model (Goal, Reality, Options, and Wrap up). This will enable the interviewers to come up with the effective outcomes as well as choosing the right person to fit the post. Sample interview questionnaire Describe your current desk environment and how you left it to attend this interview? Why are you engrossed towards this job? What are your long-term career objectives and goals? What amount of salary are you comfortable with? What are your working experience? Have you ever disliked a boss or a group leader? What made you to dislike him or her? Why are you wishing to quit your previous job? Conclusion In conclusion, in order for employers to ensure that they employ the right person the interviewers should ensure that they establish an effective interview structure. An effective interview structure is the most appropriate tool used to choose the right candidate to work for the organization is the process of interviews. The structure or the process of the interview should be understandable since it helps both managers and interviewee organize their thoughts and feel less anxious. The type of interview structure determines the outcomes of the interview. Interview managers should ensure that they use the effective listening and questioning techniques, conduct standards, and behavioral interviewing to ensure that they employ the right employees who will enhance the success of the organization. Bibliography Bunting, S 2007,The interviewers handbook: successful interviewing techniques for the workplace, London ; Philadelphia, Kogan Page. Cox, G, & Dufault, C 2005,25 role plays for interview training, Amherst, Mass, Human Resource Development Press, in association with Connaught Training. http://www.lib.sfu.ca/cgi-bin/validate/books24x7.cgi?bookid=12830. Dipboye, RL 2005, The selection/recruitment interview: Core processes and contexts, The Blackwell handbook of personnel selection, 121-142. 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