Search results
12. As outlined in the textbook, which of the following is NOT an element that contributes to a structured interview? a. Interview questions are job related. b. All applicants are asked the same interview questions. c. Interview questions probe for opinions or self-evaluations. d. Interviewers engage candidates with open-ended questions
True. Interviews have been used in the termination of employees during a downsizing or "rightsizing" process. True. Before the interview begins, the interviewer already has an impression of the applicant and the degree to which the applicant appears suitable or unsuitable for the position. True.
Which one of the following will NOT ensure reliability and validity? a. deriving interview questions from a job analysis; b. using standardized interview questions. c. asking all applicants the same questions. d. asking interview questions that probe for opinions and self-evaluations. ANSWER: d. Refer to Scenario 9-1.
- (36)
10, for example, may well be some of the first questions asked in every interview! So read the entire book and prepare for all of the questions in any order. Despite the emphasis on “great answers,” I do not recom-mend rote memorization. Trotting out a staged, “textbook” answer to a question is not the point of the interview process…
- 1MB
- 208
- A Sound Method of Assessment
- The key to designing effective interviews: structure
- Designing a structured interview
- Avoid fishing expeditions
- Step #1:
- Step #2:
- Step #3:
This guide is intended to provide practical information on selection interviewing. It deals with the development of structured interview questions, effective interviewing techniques, and the evaluation of candidate responses.
One of the reasons why the interview is such a popular method of assessment is its versatility. Different approaches can be taken in the interview, depending upon the type of information required. Some interviews are like job previews in that the candidates are placed in a simulated scenario and asked to respond as they would on the job. Other interviews are like knowledge tests, with the questions and answers given orally. Still other interviews are like reference checks, where candidates provide information about their past experiences, strengths and weaknesses.
Although many different approaches can be incorporated into the interview, effective interviews have three characteristics. When these characteristics are present, the interview can be referred to as a "structured" interview.
"A structured interview may be defined as a series of job-related questions with predetermined answers that are consistently applied across all interviews for a particular job." Pursell, Campion, & Gaylord, Personnel Journal, 1980.
A structured selection interview involves more than just asking the same questions of all candidates. In order to be called "structured", an interview must have three characteristics:
1.Questions are rooted in the duties and responsibilities of the position.
2.Questions are developed systematically to tap specific qualifications.
3.Answers are evaluated against established criteria.
Some interviewers ask questions that are designed to get the candidates to "reveal themselves". These questions are usually formulated without any particular qualification in mind. Candidates' answers to such questions are difficult to interpret, and the information elicited is rarely relevant to the qualifications being assessed.
For example, unless related to the qualifications being assessed, the following questions would not be appropriate:
1."What kind of people annoy you the most?"
2."Describe the best person who ever worked for or with you."
3."What did you like best about your last position?"
A better alternative is to develop questions that will provide information relevant to the qualification(s) being assessed. The three steps described below outline how you can develop these questions.
Step #1
Consider the kind of actions, responses, and behaviours that are relevant to the qualification(s) being assessed.
Some groundwork needs to be done before the interview questions can be written. The information elicited at this step will be used to develop the questions and the rating schemes for the candidates' answers.
Ask yourself the following questions about the qualification(s) being assessed:
1.In what way is the possession of the qualification demonstrated? What is it that employees who are strong on the qualification do that employees who are weak on that qualification don't or can't do?
2.In what situations is the qualification demonstrated? What aspects of these situations are relevant to the qualification?
3.What is the impact of different courses of action? What makes a particular action or response effective? What makes it ineffective?
Develop questions that will elicit relevant information
Develop questions specifically for each qualification being assessed. In this way, you'll ensure that relevant information is elicited for all qualifications to be assessed. It's true that some questions may provide information about more than one qualification. Nonetheless, it's a good idea to develop questions with a particular qualification in mind.
Three kinds of interview questions have evolved:
1.the job knowledge question,
2.the situational question and
3.the behavioural question.
Evaluating the candidates' answers.
Answers must to be evaluated against established criteria. Rating scales are useful in this respect. Rating scales provide more reliable information when the points on the scale are defined clearly. One useful method is to list behaviours that would be expected to earn a given score. These behavioural descriptions are called "benchmarks".
Benchmarks should be determined in advance based on what good and poor performers would do in the situation. For instance, for the situational question that was given previously, the following benchmarks were developed for a 5-point rating scale: (score = 1) "I'd tell the caller I'd be sure to inform my supervisor of the client's request as soon as possible"; (score = 3) "I'd tell the client that my supervisor has been very busy and that I didn't know whether he could have the report"; and (score = 5) "I'd apologize for my supervisor and send a copy of the report right away".
Evaluate now or later?
Job knowledge questions and situational questions are the same for all candidates, and the rating schemes for such questions are developed beforehand. The answers could be rated by each assessor after each question. After the entire interview, board members can compare ratings and discuss differences. At that point a new rating could be made reflecting these discussions. This would continue until consensus is reached.
For behavioural questions, there is more variability in the information elicited. It can be difficult sometimes to evaluate the information on the spot. During the interview itself, you will be busy enough listening to the candidates' answers and thinking of the follow-up questions that you will ask to evaluate the answers at that time. In such circumstances, it's useful to take good notes and to evaluate the answers after the interview. The board can then review these notes and form their judgements at that time.
An interview schedule is usually more rigid than an interview guide. It contains the list of questions and answer options that the researcher will read to respondents. Whereas qualitative researchers emphasize respondents’ roles in helping to determine how an interview progresses, in a quantitative interview, consistency in the way that ...
People also ask
Is a “textbook” answer a point of the interview process?
What are the differences between interview questions and interview questions?
Do interview questions provide information about more than one qualification?
How are interview questions developed?
How do you answer open-ended questions in an interview?
Do interview questions have a pre-set wording?
Nov 19, 2020 · A successful interview (and series of interviews) depends on first designing a thoughtful interview guide or questionnaire. 1 Close For those who doubt the value of creating a structure for the interview process, it may be tempting to conclude that a formal guide is unnecessary and may even obstruct the interview process. Yet the alternative—such as striking up an unstructured conversation ...
