10 Minute Guide to Conducting a Job Interview.pdf

10 Minute Guide to Conducting a Job Interview

William W. Larson Publisher: Alpha Books First Edition November 20, 2000

If you have the responsibility of selecting and evaluating job candidates, this book will give you the

tools to carry out an effective interview. Based on the philosophy that the best predictor of future

success is past performance, the guide teaches you how to analyze a job, review a resume, and

plan and maintain control of an interview. The list of sample questions will help you identify the

right person for any job opening.

10 Minute Guide to Conducting a Job Interview

Introduction

Conventions Used in This Book

Acknowledgments

Trademarks

Lesson 1. Analyzing the Position

Beginning at the Beginning

Analyzing the Position

Mandatory Success Factors

The 30-Second Recap

Lesson 2. The Resumé

Beginning the Selection Process

The Resumé: What It Is—and Isn't

The Resumé Review Grid

Narrowing the Field

Zeroing In

Green Flags, Red Flags

The Resumé and the Interview

The 30-Second Recap

Lesson 3. References

Why Check References?

Negligent Hiring

Decreasing Hiring Mistakes

The Conspiracy of Silence

The Right Questions

Questions You Can't Ask

Methods of Interviewing References

The 30-Second Recap

Lesson 4. Testing

The Marvel of Pre-Employment Testing

Are Pre-Employment Tests Legal?

Other Kinds of Pre-Employment Tests

The 30-Second Recap

Lesson 5. Interview Models

Mutual Exploration

Types of Interviews

The 30-Second Recap

Lesson 6. Structured Behavioral Interviewing: Part 1

Why Structured Behavioral Interviewing?

How Structured Behavioral Interviewing Is Different

A Consistent Interview Process

A Consistent Evaluation Process

Location of the Interview

The 30-Second Recap

Lesson 7. Structured Behavioral Interviewing: Part 2

Learning to Ask Questions

Questioning Consistently

Developing Behavioral Questions

Answering Behavioral Questions: The STAR Formula

Second Interview Strategies

The 30-Second Recap

Lesson 8. Controlling the Interview

The Keys to Controlling the Interview

The Nine Most Common Mistakes Interviewers Make

Four Types of Candidate Responses and What They Mean

The 30-Second Recap

Lesson 9. Navigating the Legal Minefield

Taking Off the Blindfold

Hiring and The Law

Disparate Treatment and Disparate Impact

Inappropriate Questions

Hiring Without Being Sued

The 30-Second Recap

Lesson 10. Active Listening Skills

Listening Actively, Talking Freely

The Benefits of Active Listening

How to Listen Actively

Facilitative and Inhibiting Interviewer Responses

Nonverbal Cues

The 30-Second Recap

Lesson 11. Conducting the Interview

The Model

Constructing Behavioral Questions

Behavioral Probes for Self-Management Skills

The Interview Plan

The 30-Second Recap

Lesson 12. Critique and Fine Tune

Interview Checklist

Make It a Habit

The 30-Second Recap

A. Sample Interview Questions

B. Interview Evaluation Summary

C. Glossary

Glossary

Introduction

In his biography, Lee Iacocca said, "I learned to figure people out pretty quickly.

That's an important skill to have, because the most important thing any manager

can do is hire the right new people."

If you're a manager charged with the responsibility of hiring new people for your

organization, you need to recognize two things immediately: First, it is critical to

the future of your organization that you hire only top-quality people who can hit

the ground running and quickly contribute to the success of your enterprise.

Second, the traditional hiring methods used by business and industry over the

past 50 years don't work—you need to find better ways of separating potentially

successful job candidates from also-rans.

The future of your organization is literally in your hands. Every time you hire a

new employee you change the character and potential of your organization for

better or worse. A uniquely wonderful opportunity belongs to those who conduct

job interviews.

But there's also a downside. Hiring mistakes can be costly. Not only does this

involve the direct cost of salary and benefits paid to an employee who fails, but it

also includes the cost of filling and refilling the position. Some studies have shown

that direct costs attributable to a hiring mistake can easily equal four times the

annual salary allocated for the position—and that number increases appreciably if

the mistake is not rectified within the first six months of employment.

Indirect costs can also be staggering. Lost productivity, damage to customer

relations, drain on management, and the harm to employee morale also represent

significant cost and can have long-term impact on the organization.

It's sad, but true, that in spite of the costs involved, most businesses today spend

more time buying a new copy machine than they do choosing the right employee.

The results are predictably disastrous.

In this age of corporate downsizing, when more is expected of a shrinking number

of employees, the skill of identifying potentially successful candidates for

employment is becoming an essential management skill. Hiring mistakes must be

minimized by better-quality interviews that spot potential problems before

financial commitments are made.

It's a fact: Exceptional managers are exceptional interviewers. They hire

successful candidates who produce more, do more to help the organization

outperform the competition, promote higher levels of employee morale, and

overall make a significant contribution to bottom-line profitability.

And here's some good news: Becoming an exceptional interviewer isn't that

difficult. Any manager who is willing to lay aside old interviewing habits and

techniques, and replace them with the behaviorally based interviewing skills

taught in this book, will soon become a truly exceptional interviewer.

Equipping busy managers to plan, conduct, and evaluate exceptional interviews is

what this book is all about. My aim is to give managers the tools they need to

evaluate job applicants and reveal real strengths and weaknesses that will directly

impact that individual's ability to succeed on the job.

Conventions Used in This Book

Scattered throughout the 10 Minute Guide to Conducting a Job Interview are three icon boxes that

contain useful and interesting additional information:

TIP

Tip boxes contain valuable suggestions to get you thinking.

Plain English

Plain English boxes define terms that might be new to you.

CAUTION

Caution boxes advise you of potentially tricky or dangerous pitfalls.

Acknowledgments

I wish to thank everyone at Macmillan USA who helped make this book possible. I am particularly

grateful to Publisher Marie Butler-Knight; Mike Sanders, Acquisitions Editor; Mike Thomas,

Development Editor; Krista Hansing, Copy Editor; Billy Fields, Production Editor; and all those

involved in the printing, sales, and distribution of this book. The Macmillan team has been

professional, motivating, and simply wonderful to work with. Special thanks also to Mike Magno of

Clover Park Technical College in Lakewood, Washington for acting as technical editor for this book.

Trademarks

All terms mentioned in this book that are known to be or are suspected of being trademarks or

service marks have been appropriately capitalized. Pearson Education, Inc., cannot attest to the

accuracy of this information. Use of a term in this book should not be regarded as affecting the

validity of any trademark or service mark.

Lesson 1. Analyzing the Position

In this lesson, you learn the importance of beginning at the beginning—with the job itself! You

learn how to analyze a job to uncover what's necessary for an employee to succeed and how to

reveal a profile of the candidate you seek.

Beginning at the Beginning

Beginning at the beginning is always the sensible thing to do. That's especially true when it comes

to conducting employment interviews. But just where does the road to a successful job interview

begin? The answer: with the job itself!

Begin by embarking on a systematic review of the job, a process known as introspective

investigation. Your objective is to collect as much information as possible about how the job is done

and what knowledge and skills are needed to perform it. Here are a few suggestions that will help

you collect the information you need:

• Take a close look at the official job description, paying particular attention to

established performance standards.

• Consider the environment in which the job is performed. Are there any special skills

required? For example, a public relations or sales position will usually be performed

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