1 Interviewing
2 This lecture General points Interviewing principlesNVCs in interviewing Notes on how to be interviewed
3 Research into interviewingEarly research into NVCs, decision times, questioning techniques Then onto interviewing strategies [7-pt plan etc], ordering of questions, ratings scales and training of Is Later onto influences of C and I on interview outcome Recently techniques such as behavioural event interviewing to improve validity
4 Interviews Ubiquitous in selection Types FunctionsStructured/Semi-structured/Open -ended Situational Behavioural event Competency-based Panel vs. 1-1 or 2-1 Functions Mutual Preview - initial stages of selection Assessment - as one of a battery of techniques Negotiation - to discuss contractual conditions (social exchange)
5 Interviewing Generally poor record in terms of validity: .15-.295% of decisions made in first 2 to 5 minutes [Carlson, 1960s] Negative set of interviewer means spend rest of interview looking to info to reinforce the initial decision. Negative first impressions difficult to change
6 Sources of bias in interviewingHalo & Horns effects (1st impressions) Prejudice (race, gender, etc.) Stereotyping & ‘Red Rags’ Selective attention Concentration Similar-to-me Effect’/Personal Liking Temporal extension (decision sometimes made within 3 seconds) Cognitive overload
7 Interviewing issues Leading questions Concentration and attentionOpenness Questioning, restating and clarifying Listening skills: more listening than talking, strategic pauses and leaving channels open
8 Interviewing Good questioning techniques use: Open questionsPreamble comments about the question Ask their opinions ‘When did you last..’ instead of ‘how often do you..’ questions Empathetic questions which might use statements about possible feelings about difficult aspects of the job
9 Interviewing Good practice techniquesFollow sequence from simple, easy and immediately relevant to more complex Give reasons for your questions, i.e. explain why you want to know something Give a clue about how they might approach the answer, e.g. tell them if the question is difficult and to take their time answering
10 Interviewing Bad practice question techniques include: InterruptingPatronising Using technical language Talking to the candidate as though they were not a person but a cv Writing notes instead of paying attention
11 INTERVIEWING Avoid: Leading questions Closed questionsComplex questions Questions that require ‘double negative’ responding Questions that give the reason for the answer within the question Jargon Careless prompting Biased recording of answers
12 Asking questions Principles of interviewing performance:HAY and rapport; question order Probing questions Situational interviewing Behavioural event interviewing The last two, if done skilfully, can raise the predictive validity of the interview to nearer to .5
13 NVC LINKS TO VERBAL COMMUNICATIONSIt repeats what was said E.g. pointing while explaining It contradicts what was said E.g. saying “I’m not angry” with facial expression that suggests you are As a substitution with no words E.g shoulder shrug As a complement or elaboration E.g. smile or frown As an accent or emphasis E.g. hand gestures To regulate or control the rate of communications E.g. keeping hand in mid-gesture to signal keep talking
14 NVCs in interviewing Morris (1977) suggests a scale of believability of different kinds of action, a-g for most to least believable: [a] Autonomic signals: Include sweating, skin colour, respiratory patterns Almost impossible to control Offer reliable indication of person’s affective state Occurrences limited to a small number of occasions [b] Leg and foot signals restless/repetitive movements [to cease interaction] aggressive foot jabs leg squeezing [comfort/soothing] [c] Trunk signals- e.g. slumped posture shows depression, boredom or unhappiness [d] unidentified gesticulations- people often unaware of many of these, such as palm-up gestures [e] identified hand gestures- less reliable for judgement by others as deliberate [f] Facial expressions- as most of us can fake anger, may be times when these are unreliable [g] Verbalisations- least reliable as indicators of affect and feelings
15 Accent as an NVC Liverpool Newcastle London Dorset Birmingham GlasgowWhich of these [according to research] is the most likely to mean a jury would not trust you as a defendant and therefore convict you? Liverpool Newcastle London Dorset Birmingham Glasgow
16 Other NVCs in interviewingFurniture Lighting and glare Seating positions Appearance Gaze: eye contact
17 Some general comments and advice from Dr George ErdosHOW TO BE INTERVIEWED? Some general comments and advice from Dr George Erdos
18 PRIOR TO THE INTERVIEW The job advert The CV (Curriculum Vitae)Not all job adverts are accurate Sometimes they hide key information Companies are usually not adept at formulating adequate and proper job descriptions The CV (Curriculum Vitae) Be familiar with your own CV Beware of social networking sites
19 PRIOR TO THE INTERVIEW It is important to keep in mind that while the shortlisting is competency- based and not really competitive, the interview is competitive. For example, a company shortlisting 5 applicants for the position of finance director will be convinced that all 5 would be able to do the job well. However, on the day of the interview, the company will hire the candidate who gave the best impression.
20 HOW TO INCREASE YOUR COMPETITIVE EDGE?Prior to applying for the job: Do your homework and find out all you can about the company in general and specifically about the job you are applying for After the shortlist: Do your homework and find out as much as you can about the company’s market niche, its competitors, its people, etc.
21 WHAT TO DO ON THE DAY OF THE INTERVIEW?Prior to the actual interview: How do you dress for the interview? When do you arrive? What do you do next? If they offer you a cup of coffee, would you accept it? What do you do next and why?
22 WHAT TO DO ON THE DAY OF THE INTERVIEW?During the actual interview When you enter the interview room, what do you do? Why do you have to watch your body language? Whom do you speak to when asked a question? What to do if you were asked to make a presentation? How to spot and answer difficult questions
23 WHAT TO DO ON THE DAY OF THE INTERVIEW?At the end of the actual interview: “Do you have any questions for us?” You should always have some questions prepared, but not requesting information already provided: Starting date Reporting duties How much travel is involved Salary Benefit package Holiday allowance, etc.
24 WHAT TO DO AFTER THE INTERVIEW?If you got the job: Congratulations! If you did not get the job: Ring up and ask for feedback. Most professional companies, if asked nicely, would provide some sort of feedback. Sometimes this feedback is just a polite brush-off, but sometimes it is very useful for the future. For example, having been told that the successful candidate had 5 more years of relevant experience than you.
25 BOOKS TO READ There are lots of so called self-help books on the market, especially in English, on how to carry out a job search, how to write a ‘punchy’ CV and how to succeed at (difficult) interviews. One of the better ones is: What colour is your parachute? which is updated every year
26 What Color is Your ParachuteWhat Color is Your Parachute? 2010: A Practical Manual for Job-Hunters and Career-Changers by Richard Nelson Bolles (Paperback - 1 Aug 2009)