The panel may include a Human Resource practitioner, a line manager, senior manager, consultant or an employee who has the relevant technical expertise. The panel usually consists of people. It is a good idea to have at least one member who is of the same gender of the candidate. Prior to the interview, panel members should be given a copy of the position description, selection criteria, and the Interview Questionnaire to assist them in the process.
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The aim of the panel interview is to ensure that an impartial and fair decision is made. Remember that this form of interview could intimidate some people and could favor those who are very confident, or are used to presentations. A one-on-one interview could be a better option. Group Interviews Group interviews are also conducted by large organizations where several candidates are brought together to discuss work related issues and to provide a solution in a simulated business environment.
It is designed to assess candidates on workplace behaviors, team playing, leadership, human relations, communication and presentation skills, and problem solving abilities. Most computerized interviews present the applicant with a series of specific questions regarding his or her background, experience, education, skills, knowledge and work attitudes that relate to the job for which the person has applied.
Other, video-based computerized interviews may also confront candidates with realistic scenario. First impression One of the most consistent findings is that interviewers tend to jump to conclusions make break judgments-about candidates during the first few minutes of the interview. First impressions are especially damaging when the information about the candidate is negative.
Interviewers seem to have a consistent negative bias. They are more influenced by unfavorable than favorable information about the candidate. Furthermore, their impressions are much more likely to change from favorable to unfavorable than from unfavorable to favorable. Indeed, a common interviewing mistake is to turn the interview into a search for negative information. In a sense, therefore, most interviews are probably loaded against the applicant. An applicant who starts well could easily end up with a low rating, because unfavorable information tends to carry more weight in the interview.
An interview who starts out poorly will find it hard to overcome that first bad impression. They then erroneously match interviewers with their incorrect stereotypes. Candidate order error and pressure to hire Candidate-order error means that the order in which you see applicants affects how you rate them. An error of judgment on the part of the interviewer due to interviewing one or more very good or very bad candidates just before the interview in question.
Pressure to hire accentuates problem like this. In general, individuals ascribe more favorable traits and more successful life outcome to attractive people.
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In many cases it is seen that men are given more advantages than female. Even when female managers exhibited the same career-advancing behaviors as male managers, they still earned less money and offer fewer career-progressing transfer opportunities. Race can also play a role, depending on how one conduct the interview. Such as black or white, majority and minority may influence the interview.
But structured interviews produce less of a difference between minority and white interviewees on average than does unstructured interviews. Some interviews talk too much, some interviewers let the applicants dominate the interview.
Again some interviewers have pre-interview impressions of the applicant, they tend to act more positively towards the person, possibly because they want to increase the chance that the applicant will accept the job. There are several things to increase the standardization of the interview or otherwise assist the interviewer to ask more consistent and job-relevant questions, without actually creating a structured situational interview. They include: Base questions on actual job duties.
This will minimize irrelevant questions. Questions that simply ask for opinions and attitudes, goals and aspirations and self-descriptions and self-evaluations allow candidates to present themselves in an overly favorable manner or avoiding revealing weakness. Train interviewers. For example, review EEO laws with prospective interviewers and train them to avoid irrelevant or potentially discriminatory questions and to avoid stereotyping minority candidates. Also train them to base their questions on job-related information. Use the same questions with all candidates.
Use descriptive rating scale excellent, fair, poor to rate answers. This ensures that all interviewers are using the same standards. Use multiple interviewers or panel interviews. If possible, use a standardized interview form. Control the interview. Take brief, discreet notes during the interview. It may also help avoid making a quick decision based on inadequate information early in the interview and may also help jog your memory once the interview is complete. Look at it this way: Your art will flourish within the sound framework of a systematic, scientific approach.
Take the time to clearly define what you are looking for before you begin recruiting. Identify success factors: How did previous top performers in this job behave? Establish performance expectations: What do you expect this person to accomplish? For this step, bring in the hiring manager as well as peers or those who have performed the job in the past to make sure that you are painting an accurate picture of the ideal candidate.
In addition to the reporting manager and a Human Resources representative, think about including some of the people who will be working with the new hire. Icebreakers: As their name implies, icebreakers are used to build rapport and set candidates at ease before beginning the formal interview. Examples: Did you have any trouble finding our office? Before we start, would you like a cup of coffee or glass of ice water? Tell me about yourself. Traditional Questions: With these, you can gather general information about a candidate and their skills and experience.
Because these questions are asked often, many candidates will have prepared answers to them, so they can be used to help candidates feel at ease in the early stages of an interview. Examples: What are your greatest strengths? What is your experience with [competency, skill, function, etc.
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Why do you want to work for us? Situational Questions: Ask candidates what they would do in a specific situation relevant to the job at hand. Examples: How would you deal with an irate customer? If we were to hire you, what is the first thing you would do? How do you deal with stress on the job? Behavior-Based Questions: These require candidates to share a specific example from their past experience. Each complete answer from a candidate should be in the form of a SAR response—the complete Situation, Action, and Result.
If a candidate skips any of these three elements, prompt them to fill in the blanks. Examples: Tell me about a crisis you could have prevented. Did you do anything differently after the crisis had passed? Tell me how you resolve crises by deploying your team members. Give me a specific example.
Crises usually require us to act quickly. In retrospect, how would you have handled a recent crisis differently, if you had been given more time to think before acting? Job-related questions such as: Which courses did you like best in business school? Why are you applying for this position? What was your starting salary?
Candidate order error an error of judgment on the
Culture-Fit Questions: These will help you select candidates who are motivated and suited to perform well in the unique environment of your organization. Examples: What gave you the greatest feeling of achievement in your last job? Why was this so satisfying? Why did you choose this type of work?
What motivates you to work hard? Give me some examples. Your preparation for the interview has equipped you with a number of questions that will help you get to know and evaluate candidates.
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Follow these tips:. Before the Interview- Put Candidates at Ease Interviewing can be stressful, so do your best to help candidates relax. Make sure each candidate is greeted and escorted, if necessary, to the interview location. Start with low-key questions. This will help the candidate provide relevant examples and responses. A general guideline is to spend 80 percent of your time listening and only 20 percent talking.