Instructor Edition: Do Not Duplicate

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INSTRUCTOR GUIDE
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Interviewing Skills for Management
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Interviewing Skills for

Management
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Part Number: NH88676 (IGEE)

Course Edition: 1.01
ACKNOWLEDGMENTS
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NOTICES
Ed
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CONTENTS
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INTERVIEWING SKILLS FOR MANAGEMENT

LESSON 1 - PREPARING TO INTERVIEW
The Interview Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Consulting with HR Before You Begin . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Position Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Compiling Position Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Corporate Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Management Style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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A. Dene the Position Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
B. Select a Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Interview Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
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Interview Participants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Behavioral Interviewing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
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Using Behavioral Interviewing to Target Traits . . . . . . . . . . . . . . . . . . . . . . 12
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Situational Interviewing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
How Job Requirements Relate to Interview Questions . . . . . . . . . . . . . . 14
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Types of Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
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Multi-layered Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Follow-up Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
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Interview Script . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Outline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
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C. Choose Candidates for Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
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Rsum Warning Signs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Contents
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CONTENTS
LESSON 2 - INTERVIEWING A CANDIDATE AND COMPLETING THE INTERVIEW
PROCESS
A. Begin the Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
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Rapport . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Communicate Hiring Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
B. Interview the Candidate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Job Expectations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Advantages and Disadvantages of Note Taking . . . . . . . . . . . . . . . . . . . 31
Basics of Nonverbal Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Negative Nonverbal Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
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C. Select the Candidate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Listening to Your Gut . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
The Importance of Seeking a Second Opinion . . . . . . . . . . . . . . . . . . . . 40
Checking References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Differences Between You and the Candidate . . . . . . . . . . . . . . . . . . . . . 40
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Internal and External Factors that May Inuence an Interview . . . . . . . 41
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D. Reconsider the Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
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LESSON LABS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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INDEX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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ABOUT THIS COURSE
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INTRODUCTION
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Every manager knows that to be successful, a company needs to build teams of employees
who are the top in their eld, work well together, and are happy in the company. However, it
is often difficult for managers to nd and hire the best people. In this course, you will practice
techniques that will empower you to do just thatto hire the best candidate every time
through strategies that will improve your success in interviewing. This can reduce or even
eliminate signicant turnover and allow your company to focus instead on achieving production goals.
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We have all seen them, those employees who have been with the company for a long time but
do not seem to contribute anything positive. One type is the clock watcher, biding each
minute until the end of each day; another is the incessant complainer, quick to point out aws
in the daily operations, but never acting to make things better. As a manager, have you ever
asked, How can I spot those type of employees and avoid bringing them on board?
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Course Description
Target Student
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The fact is that managers sometimes make poor hiring decisions because they reduce interviewing to simply determining if a candidate is able to do the job, or, worse yet, they rely
mostly on a gut feeling. By using the comprehensive interviewing strategies in this course, you
will spot and hire the best available candidates who will strengthen your company, while
avoiding the high costs associated with poor hiring decisions.
Course Prerequisites
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Managers and supervisors who need practical interviewing skills.
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It is extremely important that you check with your Human Resources department to become
aware of both your companys hiring policies and procedures as well as the legalities involved
in the interviewing process.
Introduction
INTRODUCTION
How to Use This Book

As a Learning Guide
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Each lesson covers one broad topic or set of related topics. Lessons are arranged in order of
increasing prociency with interviewing skills; skills you acquire in one lesson are used and
developed in subsequent lessons. For this reason, you should work through the lessons in
sequence.
We organized each lesson into results-oriented topics. Topics include all the relevant and supporting information you need to master interviewing skills, and activities allow you to apply
this information to practical hands-on examples.
As a Review Tool
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All New Horizons soft skills courses offer business simulations. These business simulations
immerse you in a comfortable environment where you are presented with situations that
require you to make real-world decisions based on the principles you have learned in the
course. Within these simulations, you will meet characters, have access to clear and timely
feedback, and have the ability to review and change previous decisions. These business simulations are available on the course CD-ROM and can be accessed from any computer having the
software and hardware requirements specied in the Course Requirements section of your
manual.
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As a Reference
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Any method of instruction is only as effective as the time and effort you are willing to invest
in it. In addition, some of the information that you learn in class may not be important to you
immediately, but it may become important later on. For this reason, we encourage you to
spend some time reviewing the topics and activities after the course. For an additional challenge when reviewing activities, try the What You Do column before looking at the How
You Do It column.
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The organization and layout of the book make it easy to use as a learning tool and as an afterclass reference. You can use this book as a rst source for denitions of terms, background
information on given topics, and summaries of procedures.
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Course Objectives
You will:
prepare to interview.
conduct an interview and complete the interview process.
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In this course, you will examine guidelines and strategies for making effective hiring decisions.
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INTRODUCTION
Course Requirements
Hardware
Pentium 90 MHz or higher processor, or Macintosh PowerPC.
Screen resolution of 800 x 600 set to 256 colors.
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Software
Windows 95, Windows 98, Windows 2000, Windows ME, Windows NT 4.0, Windows XP
Home Edition, or Windows XP Professional.
Microsoft Internet Explorer 5.0x, 5.5, or 6.0; or Netscape Navigator (excluding 6.0 and
6.1).
Adobe Acrobat Reader 6.0 or higher; Apple QuickTime 5.0 or higher; Macromedia Flash
Player 6.0.79 or higher; or Macromedia Shockwave 7.0.2, 8.0, 8.5, 8.5.1 or higher.
Turn off pop-up blocking (Windows XP with Service Pack 2 Internet Explorer users
only).
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Class Setup
2.
If you plan to have students key the lesson-level business simulations, set up a computer
for each student participating in the class.
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If you plan to use the overheads provided on the CD-ROM, set up an instructor computer.
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If you wish to use the

overheads provided on the
CD-ROM, you will need to set
up a computer for yourself. If
time allows, and you wish to
use the business simulations
provided on the CD-ROM in
the classroom, you will need
to set up a computer for each
student participating in the
class.
Introduction
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NOTES
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LESSON 1
LESSON 1
Lesson Time
2 hour(s)
Choose candidates for interviews.
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Select a strategy.
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You will:
Dene the position requirements.
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In this lesson, you will prepare to interview.
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Preparing to Interview
Lesson 1: Preparing to Interview
LESSON 1
Introduction
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As in many endeavors, success in interviewing is directly related to the amount and quality of
preparation. This lack of preparation is perhaps the number one reason that interviews do not
result in the hiring of the best possible candidate. In this lesson, you will learn how to prepare
effectively for interviews, allowing you to get that new hire who will contribute to the success
of your department and your company.
When you prepare comprehensively for interviews, you can make fully informed decisions
about your applicants. Preparation will give you a clear set of criteria by which you can judge
the candidates. This is the rst step to nding the new hire you are truly looking for.
TOPIC A
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Dene the Position Requirements
Before you can begin looking at candidates for a job opening, you must be sure that the
requirements of the position are clear to you and to the applicants. In this topic, you will
dene those requirements.
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Dening the requirements of the position will enable you to gain a better understanding of
exactly who and what you are looking for as you begin the process of selecting candidates to
interview. Clearly dened position requirements will also help you determine the best questions to ask candidates in order to nd the optimum t.
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The Interview Process
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The interviewing process is complicated, and can be frustrating for both the job seeker and the
company. The complexity is increased by the fact that corporations differ widely in their hiring
practices. It becomes useful, then, to review the basic phases of the interviewing process.
Figure 1-1: The Interview Process

Broadly speaking, interviewing consists of gathering information, evaluating the information,
and making hiring decisions.
LESSON 1
Gathering information is the rst step in the interviewing process. You will want to know
everything you can about your candidates in order to make the best hire. At the same time, the
best candidates will be gathering information about your organization. Research is the key to
success at this phase; the most up-to-date information must be obtained in order to analyze and
make hiring decisions.
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After all your information has been gathered, you will need to evaluate what you know. This
phase includes processing a potentially large number of applications. The actual interviewing is
also a part of this second phase. The manager and the applicants remain central, but several
other key players participate in the evaluation, including the Human Resources department,
members of your own department who may take part in the interviews, and other members of
management who will have important contributions to offer.
When the relevant information has been collected and analyzed from all sides, good hiring
decisions can be made. Perhaps the evaluation phase will point to the need to adjust the job
requirements, or maybe it will highlight the fact that the department could really use two new
people. It is also possible that an applicant may evaluate the company and the job and decide
that it may not be a good t after all.
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While the process can be complex, it will enable you to secure the best new employees. When
everyone involved has completed a careful evaluation, they can avoid costly misjudgments
and, instead, make informed, long-term decisions.
Consulting with HR Before You Begin
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Companies utilize their HR departments in a variety of ways throughout the hiring process.
Regardless of your companys specic relationship with HR, it is absolutely necessary to consult with them in order to become familiar with the legalities of the hiring process. These
include both the laws and the policies and procedures of your company. Compliance with these
laws and policies will need to be a priority as you seek to bring new team members on board.
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It is especially important to be aware of the Americans with Disabilities Act (ADA). Signed
into law in 1990, the ADA is legislation intended to protect the rights of millions of disabled
Americans from being unfairly discriminated against in the hiring process. On a very basic
level, ADA has direct consequences on the kinds of questions you can and cannot ask in an
interview. Your Human Resources department should be able to prepare you with a basic
knowledge of ADA so that you can successfully engage in the interviewing process. Take the
initiative to do some research on the latest developments.
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Position Requirements
Also, each Human Resources department has its own set of policies and procedures that govern the hiring of new employees. It is best to reacquaint yourself with your organizations
policies and procedures to ensure that you comply with them at each point in the interview
process.
Position Requirements
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Denition:
Position requirements are a job description that includes every major component of the
open position. The position requirements should be clearly understood by both the
organization and the applicants. Normally, the components include the job title, training, level of education, and necessary experience; an outline of all the major
responsibilities of the job role; and pertinent information regarding the functional or
technical activities performed. The position requirements can also convey any key personal qualities that the company is looking for in a candidate; for example, good
communication skills.
LESSON 1
In addition, any specialized or unusual components should be introduced in the position requirements.
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Example:
Harold has an opening for a oor manager in his store. After carefully considering the
position and his goals, he writes the position requirements. Harold knows the job well
and is sure to include all the pertinent information about the oor managers responsibilities.
He also considers that management experience is very important to him; in addition,
he reects on key personal qualities that he would like to see in a candidate. Lastly,
Harold believes that the manager should be versed in the fundamentals of business;
therefore, he thinks that requiring some formal education would be best.
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Keep in mind that this topic is not about how to write an advertisement for a job opening, but rather
how to dene position requirements for your own and the candidates understanding.
Major Company Goal

Position requirements can also be used to paraphrase a major company goal. This will
go a step further in introducing prospective applicants to the atmosphere that your
company has created or hopes to achieve; applicants can use this information to decide
if that environment aligns with their own personal and professional goals.
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Taking Stock
Articulating the job requirements offers a manager the opportunity to take stock of the
current trends in his or her department, or even in the organization as a whole. It is a
chance to reect on what the team really needs. While you may nd that you do
indeed need that extra team member, the facts may also point you in another direction.
For example, it is possible that a small-scale reorganization would actually address the
department needs better than just bringing a new member on board. Or, a combination
of these solutions might be best. Either way, experienced business leaders always recommend an honest and thorough assessment of a departments needs before deciding
to hire.
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Compiling Position Requirements
Method
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Narrative
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There are several ways you can develop a good description of the position requirements. You
might choose to focus on one of these methods or combine them.
Description
Write a narrative describing how you see the new team member
spending a typical day on the job. Make it at least one paragraph
long. This can help you decipher what it is that you are truly
looking for, and may help you redene some of the goals of the
company and department. Are the current team members performing at the level you envision for the new hire? Maybe some
adjustments can be made before bringing someone new to the
team.
LESSON 1
Description
Department reections
Have some key team members write out a detailed description

of what they do. This kind of anecdotal evidence may be more
telling than any other kind; it can help you address the needs of
the department as they are dened by the people who do the
work each day. As you look at the department through the eyes
of its employees, ask yourself what kind of person would
strengthen your particular team. Remember to ask team members
to conrm the amount of time they spend on key tasks (for
example, if a customer service representative spends 75 percent
of his time on the phone, this information will need to be conveyed to candidates).
Learn from the past
If you are looking to ll an open position (as opposed to creating a new one), think carefully about the person who has left.
What were that persons strengths? Weaknesses? This can help
you decide the depth of experience and/or education you really
need in a candidate.
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Method
Corporate Culture
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Corporate Culture
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Denition:
Corporate culture is the shared values, goals, and attitudes that dene the personality
of an organization. It usually indicates a certain type of atmosphere you will pick up
on when entering the building. It often reects the core values of the organization,
which may be expressed in a number of ways, including the companys mission statement or slogan, the characteristics of the product the company sells, the way people
dress at work, the way management interacts with team members, and even the architecture or interior design of the building.
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Example:
Steven has an interview at Global Travel. When he walks in, no one seems to take
notice. People are shuffling through papers, talking on headsets, and narrowly avoiding
one another as they walk briskly through the rows of gray cubicles. He recognizes that
their attire comes from one of the better professional wear stores uptown. Lining the
walls are several panoramic pictures of famous European vacation spots, such as
Tuscany and Nice.
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Each employee is engrossed in business, typing away. At one point, a manager

emerges from a private office, inspiring even greater production as she walks by.
Although theres a good deal of chatter, no one stops to speak with anyone else in the
room. Still, Steven gets the impression that it is not necessarily an unfriendly place.
Intensely focused is the phrase that comes to his mind. He remembers seeing the
companys commercial on television: Their slogan is, Professional agents who understand your professional travel needs. He thinks this sums up their corporate culture
very well.
LESSON 1
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Finding the Right Fit

So why does corporate culture matter? For example, would not a salesperson do the
same type of work regardless of the companys culture? Perhaps. But how a new
employees work style and personality t with a corporate culture can be an indicator
of whether an employee remains satised with an organization in the long term. Prospective employees need to have a clear picture of how it looks and feels to work at
your company on a typical day. A lack of comfort in the environment may soon overshadow the ability to perform the job.
When talking with great potential employees, it can be tempting to describe a corporate culture that you think they would like, rather than the actual culture. When this
occurs, the employee often stays on for only a short term, leaving the organization to
nd a better match with their work environment preferences.
Management Style
Ed
While it is important to consider the match between the candidate and your organizations corporate culture, a knowledge of your own managerial style can be just as signicant in making
hiring decisions. After all, the person you hire is the person you will have to manage. Can you
put aside major personality differences if a candidate is very talented? What are you willing to
live with, exactly? A mismatch can affect morale and productivity, so it is important that you
know your managerial style and hire someone who will enjoy working for you.
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Well work together.
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Well think of new ideas.
Often a workhorse, this type of manager focuses on results.

He or she hates to have too many meetings, often feeling
that it is much better to spend time doing something rather
than talking about it. These kinds of managers are drawn to
projects in which progress can be measured and results can
be observed.
This manager is innovative. He or she is not so concerned
with the old way of doing things, but rather believes that the
current processes can be improved. This type of manager
will often challenge team members to see the big picture and
think in ways they may not have conceived of on their own.
They are motivated by creative problem solving.
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Well be productive.
This kind of manager believes in the strength of company

procedures and, therefore, operates on the understanding that
if the procedures are carefully followed, the best work will
result. This manager strives for accuracy and has little tolerance for errors; he or she is often drawn to a work style that
is driven by meticulous precision.
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Well play by the rules.
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Management Style
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There are several management styles into which most managers fall. Where do you see yourself in these types?
This is the classic people person, a manager who, rst and

foremost, values each individual on the team. They prefer to
work by cooperation, and are willing to do what it takes to
keep the peace or improve relationships between people.
They prefer projects that benet from the diversity of input
of various team members working together toward common
goals.
LESSON 1
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Managers vs. Leaders

In recent years, there has been much talk about the terms management and leadership. The distinction usually supposes that manager refers to a more traditional and
even authoritarian style of being in charge, while leader indicates exibility and a
future focus while valuing the input of all team members. While managers may exert
control and impose discipline in order to achieve prot, leaders strive, instead, to
empower their team members, inspiring creativity in order to achieve long-term vision.
Chances are that you will see parts of yourself in both halves of the dichotomy. Consider your style in specic terms to determine what kind of person would t in best
with your overall strategy. If possible, allow your department members to describe
your style to you. This may give you a useful perspective.
How to Dene the Position Requirements
A comprehensive description of the position requirements will allow you to assess your organizations true needs, and then nd a candidate who can meet them.
Take stock of your departments workload and performance goals and, if necessary, your organizations current business goals.
What trends, patterns, and issues are you noticing?
Is a new hire the best answer, or are other measures necessary?
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Guidelines:
To dene the position requirements:
Outline all the major responsibilities of the job role.
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Dene the job title, then the training, experience, skill set, and education you feel
is best suited to the job role.
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Learn from the past: What did the last person in the role do? Does the role
need to be modied?
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Reach out to your team members. Ask them to write their own job descriptions. This will help you dene the responsibilities of the job role.
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Include any specialized or unusual components of the job role.
Paraphrase a major department or company goal.
Consider your companys corporate culture.
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What does it feel like to go to work on a typical day?
What makes your organization unique?
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This will allow the candidate to further understand the environment at your
organization.
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Include any key personality traits that you are looking for in relation to the job
role, such as excellent verbal and written communication skills.
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How to Dene the Position

Requirements
Be aware of your own managerial style.
How would you characterize your interaction with your team members?
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Example:
Aubreys marketing department needs to hire a new copywriter. Aubrey takes stock of
the department and spots a trend: Most of his copywriters have technical backgrounds.
He decides that the department would benet from having a creative writer on the
team, so he indicates that in the job requirements.
LESSON 1
He feels that an MFA in Creative Writing would be the ideal level of education.
Because this position will serve as a mentor to less experienced writers, he indicates
that the ideal candidate should have a minimum of six years of experience. He conrms with HR and upper management that, given the level of experience and
education required for the position, the job title will be senior copywriter.
iti
on
Aubrey asks other copywriters on his team to provide him with a list of their daily
responsibilities, which he adds to his position requirements. He remembers that the
copywriters are required to attend two week-long conferences a year, and decides to
mention this special component.
In terms of personal traits, he needs someone who can work well as part of a team, but
who is, at the same time, comfortable taking on a leadership role within the department.
Ed
Aubrey considers the corporate culture at his organization: The atmosphere is both
very serious and extremely deadline-driven. There is little time for goong off, and all
employees are expected to work overtime. However, the company has a good history
of rewarding the employees for their dedication and hard work.
Lastly, Aubrey considers his own management style. He decides that he is the kind of
manager who likes to innovate, so it would be best to hire someone who is energized
by change.
AT
IC
or
Dening the Position Requirements
DISCOVERY ACTIVITY 1-1
Which items should be included in the position requirements?
ru
b) Necessary level of education.
st
e) Key job functions.
True or False? It is absolutely necessary to take stock of your department before

deciding that hiring is the best option.
In
True
DO
d) A greeting from your CEO.
NO
c) The history of your company.
a) Desired personal traits.
2.
PL
DU
1.
ct
Scenario:
As a manager at Our Global Company, you need to ll an open position on your team. Before
you can begin interviewing candidates, you rst need to dene the position requirements.
False
LESSON 1
3.
What are some ways in which an observer could detect an organizations corporate
culture?
a) How employees dress for work.
b) How employees raise their families.
c) The architecture or interior design of the workplace.
iti
on
d) The average salary of employees.

e) The companys mission statement or slogan.
Ed
Dening the Position Requirements

Data Files:
Job_description.doc
Dening the Position

Requirements
AT
IC
PL
or
Scenario:
As a manager responsible for hiring, you need to dene the position requirements for a
Graphic Designer. You have pulled the job description from Human Resources.
Setup:
Listen to the questions asked by your instructor and participate in the group discussion.
To prepare for your interview, what additional information might you need to adequately
define the job requirements? What gaps do you see in Human Resources job description?
2.
Given your managerial style, what kind of person would you feel most comfortable managing? How would you use that information to define job requirements?
DU
T
NO
DO
In
st
ru
ct
1.
Review the procedure for

conducting group discussions
found at the front of the book.
You may want to print copies
of the datale Job_description.
doc and distribute them to the
class.
LESSON 1
TOPIC B
iti
on
Select a Strategy
Now that you have clearly dened the position requirements for the job you are hoping to ll,
you will need to select a strategy for the interview so that you have a detailed plan to use during the interview. Having this plan will allow you to conduct the interview much more
effectively. In this topic, you will select a strategy to use for the interview.
By selecting a comprehensive interview strategy, you will be in control of the interview and
put yourself in a position to get the results you want. The better the plan you create, the better
you will be able to determine if a candidate would be a good or bad choice for your current
opening.
Denition:
An interview strategy is a comprehensive plan that determines how you will conduct
an interview. It includes the objectives you want to focus on, as well as a choice of
which additional interview participants with whom you would like to collaborate. In
addition, the interview strategy includes considerations such as the style of interview
you choose to utilize and the questions you will ask.
AT
Interview Strategy
Ed
Interview Strategy
IC
Interview Participants
ru
PL
DU
ct
or
Example:
This afternoon, Melissa will be interviewing candidates for a position as a sales manager for her web development solutions team. This person would meet with clients
after a relationship has been established by the sales representative. Melissa decides
that she would like her vertical team leader and the director of Human Resources to
participate in the interview. As previous sales and management experience will be a
major requirement, Melissa decides to conduct a style of interview that heavily incorporates questions about past performance. Melissa then begins writing the questions
she wants to ask her candidates.
NO
DO
st
An important piece of the interview strategy is deciding who will interview the candidate. Can
you include one or two members of your department in the interview process? Will other
members of management be there? How will Human Resources be involved? To some extent,
the answers to these questions depend on the nature of the job opening. For example, let us
say you are interviewing a new technician. As a team, your technicians have developed an
excellent system for completing major projects. It would be imperative, then, to include a lead
technician in the interview process, since the success of the hire will depend, in part, on the
candidates ability to t in with the current system.
In
Several options exist for choosing interview participants.
10
LESSON 1
Description
One-on-one
In a single interview, you will be the only person who meets the
candidates. This may be ne if it is a small department and you
make most of the decisions. The weakness with a one-on-one
interview, however, is that you lose the benet of a second opinion.
Several managers
When you involve another manager or two, you have the opportunity to garner opinions and thoughts formed from experience. This
can be very helpful in making hiring decisions.
Team members
This option allows your team to have inuence in decisions that

will affect them directly. After all, they will have to work alongside the new hire each day, so it can be a good strategy to include
team members when interviewing candidates. They may have a
clearer picture of what will work well and what will not.
Cross section
A cross section of people will give you the greatest variety of perspectives when making hiring decisions. Your HR person, for
example, is trained to see things you may not notice. An upperlevel manager may bring a good deal of wisdom from experience.
A team member will bring the perspective of having to work with
the new hire on a daily basis. The exchange of ideas among this
cross section can be a productive option for a thorough interview.
AT
Behavioral Interviewing
or
Ed
iti
on
Option
IC
PL
Behavioral Interviewing
DU
ct
Denition:
Behavioral interviewing is a form of interviewing based on the belief that past performance is the single best available indicator of future performance. In a behavioral
interview, the interviewer asks specic questions about how the candidate performed in
past job roles. A typical question might be, Can you tell me about a specic challenge
you overcame at your last job?
NO
ru
Example:
Jack is interviewing Suzanne for a position in the Public Relations department. PR at
Jacks organization is done mainly on teams.
DO
st
Jack: Give me an example of a time when you worked on a team to achieve an

important goal. What was your exact role? What did you like and dislike about the
experience?
Suzanne: Ive been working as part of a PR team for the past two years. We were
very closepractically like a family. Each one of us had a specic role to play, and
we couldnt let each other down. I like working that way; it motivates me.
In
Afterwards, Suzanne tells Jack specically about the last project she worked on.
11
LESSON 1
iti
on
The Limitations of Behavioral Interviewing

While it may be true that past performance is a good indicator of future performance,
behavioral interviewing does have its limitations. For example, the candidate may
quickly pick up on your method if you use strictly behavioral questions. If well prepared, he or she may focus in on a few good experiences and try to give you pat
answers.
Another limitation is that you may need to interview youthful or inexperienced candidates who are just starting out in the professional world. A behavioral interview may
throw them off badly, as they will have little or no experience to relay to you. Additionally, good, experienced candidates who have never experienced a behavioral
interview may have trouble coming up with numerous specic responses. Certainly,
you do not want to eliminate unproven talent or candidates unfamiliar with this method
of interviewing right from the startyou may be disregarding someone who could
help your organization for years to come.
Ed
Behavioral interviewing is a powerful strategy, but it is usually used in combination

with other types of questions. Sometimes, you need to be ready to coach a good candidate through the method in order to get a good idea about their abilities.
Using Behavioral Interviewing to Target Traits
st
In
Creativity
Composure
PL
DU
NO
Insight
Tell me about your process for organizing projects. Give me an

example.
Discuss a time when you failed to meet a deadline. How did it
occur? What did you learn from the experience?
Describe an experience where you needed a high amount of energy
for a sustained period. How did you manage?
What have you accomplished that you are proud of?
Do you consider yourself successful? Why? Give me an example.
What professional goals have you set for yourself? Tell me how
youve met them so far. Be specic.
DO
ru
Time management
IC
Describe a situation where an unexpected problem occurred. How

did you respond?
Tell me about a time when you sold your organization or supervisor
on an idea. How was it implemented to benet the company? How
were you able to persuade people that the idea would work?
Have you ever had to make an unpopular decision? Tell me about
it.
ct
Initiative
12
AT
Questions
or
Trait
When conducting a behavioral interview, you will want to target certain desirable key traits
with your questions.
Have you encountered a situation where the old way didnt work?
What did you do? Walk me through your process.
Discuss a time when you came up with an innovative solution to a
problem you were facing.
Tell me about a time when things spiraled out of control and a crisis
developed. What did you do?
Tell me about the worst day you can remember on the job. Did you
handle it well? What could you have done differently?
LESSON 1
Questions
Teamwork
What do you consider the key ingredients of a good working relationship? Tell me how youve implemented these ideas in the past.
Tell me about a time when you worked with someone who was terribly difficult. What did you do?
Tell me about a time when you had a conict with a coworker.
Describe a time when you worked with people who think very differently than you do.
Manageability
Tell me how your last boss got the best out of you.
Give me an example of a time when your work was criticized. How
did you respond?
Tell me about the best manager youve ever had.
Tell me about a time when you disagreed with the actions of a boss
or manager.
Ed
Situational Interviewing
iti
on
Trait
IC
AT
Situational Interviewing
PL
or
Denition:
Situational interviewing is an interviewing strategy that allows the interviewer to place
the candidate in realistic situations that he or she would encounter on the job. The philosophy here is that you will be dealing with what takes place in the actual job role at
your organization, rather than just asking the candidate what he or she has done in the
past. Understanding exactly what happens on a daily basis can be a useful tool for
making the right match between candidate and job. Those who nd the work unappealing, or not what they expected, will discover the mismatch early in a situational
interview. Conversely, those who nd that the job indeed aligns with their interests and
ability will have the opportunity to demonstrate their enthusiasm.
DU
ct
Example:
Anjolie is interviewing Louise for a front desk job. She knows that the job is stressful
and that the right candidate will need to demonstrate composure, which, she feels, is
predicated upon excellent organizational skills.
ru
Anjolie decides to use the situational interviewing technique.
NO
DO
st
Anjolie: Lets say that youre working the front desk. Its lunchtime, and youre just
about to take a bite out of your sandwich when my client shows up for a meeting.
Youve paged me three times when someone nally tells you Ive been detained in
Cincinnati due to a cancelled ight. Also, six men representing a large account of ours
in Bangkok have shown up two hours early for their conference, and you need to do
something with them. Walk me through exactly how you would handle this situation.
In
On the Spot
A popular version of the situational interview is when a hiring manager brings someone to the actual job site to see what really happens, or even puts the candidate in the
role to see how he or she will handle it. This can be a powerful interview strategy, but
is probably most helpful in the case of needing to ll a position with someone who is
experienced. A danger of this strategy is weeding out a candidate who could learn the
job well and be an asset, but does not have the know-how to jump in or reacts poorly
to being put on the spot.
13
LESSON 1
How Job Requirements Relate to Interview
Questions
iti
on
One of the most important steps in selecting your strategy is to formulate the questions you
will ask. These questions should have a variety of objectives, such as learning about your candidates work history, education, and personal characteristics.
You carefully crafted the job requirements after analyzing your organizations true needs.
When formulating interview questions, you will need to devise questions that are dictated by
those job requirements. The best way to ensure that your questions are aligned with the job
requirements is to simply have those requirements in hand as you write the questions. Then,
you can utilize the interview strategy that seems best.
You can use the type of question that will elicit the best response to a job requirement.
Interview Questions
Prociency using word processing

programs
Behavioral Question:
Give me some specic examples of how you used word processing program at your last job.
Ed
Job Requirement
Situational Question:
Heres a hand-written memo. Use a word processor to type it
up and send it out.
AT
Behavioral Question:
Tell me about a time when you had to take charge and lead
your team.
or
Leadership abilities
IC
DU
Types of Questions
PL
ct
Situational Question:
What are some steps you would take if I asked you to lead a
team?
In
st
14
T
NO
Yes or no
Description
Yes or no questions are still all too commonly used when an

interviewer is determining a candidates ability to do a job. For
example, an interviewer may say, We work very quickly around
here. Can you handle that? Anyone who wants to remain in
contention for the job will simply answer, Yes. However,
while it is best to avoid yes or no questions, they can be used in
combination with interpretive questions. If a candidate offers an
unqualied Yes! to the above question, follow up with, Tell
me more, or, How will you meet that goal?
DO
Type
ru
There are other basic types of questions you should be aware of when selecting your interview
strategy.
LESSON 1
Description
Interpretive
The category of interpretive questions is particularly broad,

but is meant to underscore the idea that yes or no answers need
further scrutiny. A typical interpretive question might be, How
do you feel about working on a team? In many cases, the candidate will offer a recent example or some other elaboration. If
the candidate does not elaborate to your satisfaction, or if you
get a Yes Man who tries to convince you that he is perfectly
happy in every circumstance, continue to follow up by asking
for specic examples.
Rebound
A rebound question is one that you simply bounce back to your

candidate without qualication. For example, your interviewee
says, Then, I spent two years working as a translator in Hong
Kong. If you want to know more about that experience, you
can simply bounce it back and wait: So, you spent two years in
Hong Kong. You can refrain from leading the candidate down
any particular path, and, instead, pay close attention to the
details the candidate chooses to focus on when speaking about
the experience. This can be telling. Are you sensing that she was
there putting in time while applying to MBA programs? Or, are
you convinced that it contributed signicantly to her personal
and professional development?
Stress
Some interviewers like to throw in a stress question if it begins

to feel like everything is a little too perfect. A stress question
can serve to uncover a hot spot or a grudge, or it can help you
determine a candidates poise or quick thinking skills. It can be
used to throw them off if they are giving pat answers. (A famous
stress question is, Tell me, why arent you making more money
at your age?) However, it is probably best utilized only in interviews for high-stress jobs. After all, there is nothing wrong with
interviews that go smoothly for everyone involved!
Judgement call
A judgement call question should be used when you want a candidate to demonstrate a business philosophy or walk you through
his or her decision-making process. It can be broad in scope,
such as, What do you think is the greatest cause for concern in
todays business climate? Also, you can present a scenario and
ask the interviewee to nd a solution. These questions could be
particularly helpful when hiring for a management position or a
position in which the employee will deal with ambiguity on a
regular basis.
In
NO
DU
PL
IC
AT
Ed
or
ct
ru
DO
A ringer question is one that needs to be answered perfectly in

order for the candidate to continue in the interviewing process.
These questions often have legal implications or are so fundamental to the job role that a candidate who does not throw a
ringer when answering will be cut from consideration. For
example, if your real estate rm is looking to hire a lawyer who
specializes in laws governing rental properties. If there was a
recent court decision with major implications on the way you do
business. In your interviews, you may want to ask each candidate, Explain to me the decision in Smith v. Jones and its
implications on tenants rights in our state. If he or she cannot
tell you much about it, you should probably look for someone
who can.
st
Ringer
iti
on
Type
15
LESSON 1
Interviewers often work from a list of common interview questions. You may choose to use
some of these questions or adapt them to suit your needs.
Tell me about your current job.
Why do you want to leave that job?
What do you hope to nd in a new position?
How are you organizing your search?
What do you know about our company?
Why do want to come to work for us?
Tell me about a time when you have had to work under a strict deadline.
Tell me about a time when you had to work on a team.
Where do you see yourself in (5, 10) years?
Describe an unpopular decision you had to make.
What sets you apart from other applicants?
Why should I hire you?
What are your strengths? Weaknesses?
What is the greatest challenge you have ever faced on the job? How did you handle it?
What are your career goals?
How do you nd balance in your life?
What motivates you the most?
What got you into this business?
What is your denition of success?
What are the greatest lessons you have learned from your previous jobs?
How have you shown initiative on the job?
Tell me about a time when you showed innovation or creativity on the job.
What words would your boss use to describe you?
What is the most recent book you have read?
What books have been most inuential to you?
Are you willing to relocate?
When could you start?
NO
DU
PL
IC
AT
Ed
or
ct
ru
iti
on
Multi-layered Questions
In
DO
Denition:
Multi-layered questions are questions that contain multiple elaborations. Usually, the
exchange will begin with a yes or no question. Of course, you will always want to
dig deeper than that; you will want the candidate to give you specic thoughts, ideas,
or examples from the workplace. Multi-layered questions are designed to give you all
the relevant details and to allow you to see the story from different perspectives. The
classic multi-layering strategy is to ask, who, what, why, where, when, and how
something occurred.
st
Multi-layered Questions
Example:
Nathan is interviewing a candidate for a front office position in his organization.
16
LESSON 1
Nathan: Do you work well on a team? Give me an example of a recent team effort
you were involved in. What was your role? What made the project a success?
Nathan believes that the layers, in this case, will uncover the skills of the candidate
much better than asking an initial yes or no question.
iti
on
Follow-up Questions
Denition:
A follow-up question is an isolated layer of a multi-layered question that is asked as a
follow up to a candidates response. Rather than asking the multi-layered question all
at once, the interviewer will ask one part of it, and then wait for a response. Then, she
will follow up on the candidates response with another question. This method is useful in discouraging vague or pat answers. After all, the heart of a good interview is
specic details, a complete picture of a candidate.
Follow-up Questions
Ed
Example:
Gail asks her candidate, Paul: Do you think you can manage accounts with some of
the industrys biggest companies?
Paul: Yes, I certainly can. In fact, Ive done it well in the past.
AT
Interview Script
IC
or
Gail follows up with several questions, including, Tell me more about that. Can you
give me a recent example? How do you ensure that product delivery is always on
time? What do you do when a customer is particularly challenging to work with? Gail
continues to choose follow-up questions as they suit her needs.
PL
Interview Script
DU
ct
Denition:
An interview script is a plan that details how an interview will be conducted. It can be
very specic or more general. It should contain the steps of the interview as well as
specic questions to ask the interviewee.
NO
ru
A good rule of thumb is that the less experience you have with interviewing, the more
detailed your interview script should be, while those who have been through it many
times may need less of a script. However, even managers with long tenures can benet
from good planning, including ordering the questions they have chosen.
DO
st
Example:
Jean is preparing to interview candidates for an open position in her department. She
creates an interview script. She wants someone with a real commitment to her organization. Also, she would like her candidate to have a strong technical background.
Lastly, Jean wants someone who has survived challenges, has learned from them, and
has a good sense of self-awareness.
In
Regardless of how closely you choose to follow your script, the most telling exchanges often take place
in the various layers or follow-ups. It is important to be exible, never just pushing through to the next
question on your list if your candidate has taken the conversation in another relevant and interesting
direction. Respond carefully, interrogating each response until you are satised that you have received
enough information.
17
LESSON 1
Outline
Denition:
An outline is a brief account that covers at least the main points and, perhaps, some of
the important details of an interview script. The outline is often used in lieu of a formal script. Some managers will use an outline for the structure it provides and ll it in
with a great deal of detail. Again, a rule of thumb is helpful: The less experienced a
manager is with interviewing, the more detailed the outline should be.
iti
on
Outline
Example:
Jean creates the following outline in preparation for an interview this afternoon.
Interview today at 3:00 P.M. (Sam Johnson):
1. Introductions.
Education.
Experience.
Why did he leave Our Global Company after just six months?
What skills did he learn in his current role that would transfer to our lab?
4.
Tour of building.
5.
Wrap-up.
Make sure we have a current phone number, since he just moved from California.
or
ru
In
PL
How will you utilize Human Resources?
Determine whether you need to include members of your department in the

interview process.
If using a panel, who would be the most helpful personnel to include?
NO
DO
Decide if or how you will incorporate the techniques of behavioral interviewing.
st
DU
ct
A thoughtful and carefully chosen interview strategy will enable you to make the most comprehensive evaluation of your candidate.
Guidelines:
In order to select a strategy:
Identify the interview participants.
18
IC
How to Select a Strategy

How to Select a Strategy
AT
3.
Ask specically about his lab training.
Ed
2.
Determine if behavioral interviewing will provide the right kind of information, given your candidate pool.
Does your candidate have enough specic experience for you to employ
behavioral interviewing? Or will you fail to address the candidates potential?
Given the job requirements, determine which traits you want to explore.
Decide if or how you will incorporate the techniques of situational interviewing.
Given the job requirements and limitations of interviewing, can you judge a
candidates performance in a situational interview?
LESSON 1
Decide which types of questions you will use.
What types of questions will help you get the clearest understanding of your
candidates skills and experiences?
How will you use multi-layered questions?
How will you use follow-up questions?
Write the interview questions.
Consider using an interview outline or a full script.
iti
on
Do you want to identify candidates who can think on their feet? Or is this of
minor importance relative to other skills?
Do you have a great deal of experience with interviewing?
Do you feel comfortable with the structure provided by an outline?
Do you need to see all the details in front of you, or are you more comfortable lling them in as you go along?
Ed
Example:
Hectors company has posted an opening for a driver, and responses have been coming
in steadily. Hector wants to be well prepared, so he considers what will be an effective
interview strategy. He knows that a driver will typically interact with the warehouse
manager and the senior supervisor, so he enlists these people to conduct the interview
with him.
AT
IC
or
Hector also wants to get a clear picture of how each candidate has performed in the
past, so he elects to include several behavioral questions. Also, because he needs to
ensure that his new employee is comfortable in a stressful, fast-paced environment, he
decides to add a situational component to the interview. He plans to take candidates
over to his department to show them what it would be like to work there.
PL
ct
Hector decides to use a blend of multi-layered and follow-up questions in order to get
the most complete picture of his applicants. He then makes a list of the specic questions he will ask.
DU
T
NO
DO
In
st
ru
This is Hectors rst experience with hiring, so he decides to write a full script to use
during the interview process rather than a brief outline. He denes the ow of the
interview, from the introductions through the wrap-up, and orders the questions he has
authored.
19
LESSON 1

Selecting a Strategy
1.
iti
on
Scenario:
There is an open position on your team at Our Global Company. You have already determined
the position requirements, but before you can begin interviewing candidates, you rst need to
formulate a strategy for the interview process.
When would you use a behavioral interviewing strategy?
a) If the candidate has just graduated from college and does not have specific work
experience.
Ed
b) If the candidate has a great deal of experience that is not directly related to your
position.
c) If you are looking for specific skills and related experience.
d) If you are limiting your search to internal candidates.
Which of the following questions would you use as a follow-up?

a) Where did you go to school?
2.
AT
b) Can you tell me more about that project?
or
c) How long have you been in the business?
Time Management
Teamwork
Give me an example of a solution

you came up with when an old
method no longer worked.
b. Tell me how you sustain good working relationships in your department.
c. How does your current boss get the
best out of you?
d. How do organize your current
workload?
In
DO
NO
Motivation
st
a.
DU
Creativity
ct
PL
Match the behavioral question to the trait that the interviewer is targeting.
ru
3.
IC
d) Can you give me an example of the initiative you spoke of?
20
LESSON 1

Scenario:
Role play a behavioral interview with two partners. The person playing the candidate should
pretend to be interviewing for a management position. The interviewers should begin with
some general questions, then follow-up with behavioral questions. For example, the rst interviewer can say, Tell me about your current position, then follow up on the answer with
behavioral questions targeting certain traits.

Teamwork
The second interviewer should target these traits:

Composure
Vision
Manageability
AT
What strategies did the interviewer employ? Which strategy was most effective, and which
strategies did you feel were underutilized?
DU
T
NO
DO
In
st
ru
ct
3.
Time management
PL
2.
Innovation/Creativity
IC
The first interviewer should target these traits:
or
1.
Ed
iti
on
Setup:
Listen to the questions asked by your instructor, and participate in the group discussion.
21
LESSON 1
TOPIC C
iti
on
Choose Candidates for Interviews

Now that you have dened the position requirements and developed a strategy for the interview, you can begin determining which rsums present the closest match to your departments
needs. In this topic, you will select the applicants you want to interview for the current opening.
As a manager, you have a great opportunity to begin the process of nding an excellent candidate before you even meet anyone. Once you know how to read rsums and cover letters
perceptively, you will begin to see the signs of someone who may be a good t, as well as
those applicants who are not what you are looking for.
Ed
Rsum Warning Signs
Reading rsums should be more than just checking to see if the applicant can do the job.
When you learn to spot warning signs, you may be able to narrow down your list more easily.
AT
or
The rst priority when reading rsums is to look for a clear match between your job requirements and the candidates qualications. Here are some warning signs to keep in mind when
screening rsums: multiple errors or typos, poor organization or unclear presentation, any
signs of a poor t (including personality), patterns that indicate that the candidate is hiding
something, gaps or inconsistencies, and any exaggerated claims.
Choosing the best candidates to interview will make the hiring process go much more
smoothly.
PL
How to Choose Candidates for

Interviews
IC
How to Choose Candidates for Interviews
In
22
DU
Does the rsum format seem designed to hide weaknesses?
Are there gaps or inconsistencies in the applicants education or work history?
DO
NO
Is there a mismatch between the candidate and the job requirements?
st
Is the material rife with errors? Are the errors slight enough that you would
still consider interviewing this candidate?
ru
ct
Guidelines:
When choosing candidates to interview:
Look for warning signs when evaluating written materials from candidates.
Are there any vague or exaggerated claims in the material?
Consider the applicants qualications.
Does the candidate have the minimum education and experience you require?
If not, are you willing to overlook this based on other factors?
If the candidate is missing parts of what you would like to see, what other
skills or experiences can they offer?
Does the candidate seem to have a good track record of learning new skills?
Has the candidate taken on increased responsibilities or remained in the same

type of position throughout his or her career?
LESSON 1
Compare the rsum to the position requirements you authored. Does it seem like
a good preliminary match?
iti
on
Example:
Li is looking to ll an open position in her department at the law rm and has just
received a stack of resumes from HR. She scans each one for typographical errors.
Because she is looking for someone with excellent attention to detail, she does not
want to bother interviewing candidates who submit sloppy rsums. One person has
three typos on the rst page alone; that kind of carelessness is unacceptable, so he is
eliminated from consideration.
One candidates rsum skips from September 1996 to March of 1997, with no
accounting for what happened in between those dates. He will not be automatically
eliminated, but Li would like to understand the gap.
Ed
Although Li mentioned in the job posting that she is looking for an experienced executive assistant, several applicants indicate that they have just graduated from college. Li
eliminates two candidates because of this lack of experience, but adds a third to the
keep pile, based on his time spent as an intern in the office of the president at his
school.
PL
ct
IC

Choosing Candidates to Interview
AT
or
One candidate has the right education, and indicates that she spent several years working as an executive secretary at a large advertising rm. This candidates exposure to a
fast-paced, deadline-driven environment puts her in the keep pile. Li makes a note,
however, that the law rm might be a more formal, serious corporate culture than the
candidate is used to. She hopes to get a feel for whether or not this applicant would be
a true t during the interview process.
DU
T
NO
Which of the following are considered rsum warning signs?
st
a) Typos
b) Flashy design
c) Exaggerated claims
d) A long list of references
DO
1.
ru
Scenario:
As a hiring manager at Our Global Company, you have clearly dened the position requirements for the open job and have created an interview strategy. Now, you must sift through the
rsums you have received in order to choose candidates to interview.
2.
In
e) Gaps or inconsistencies
True or False? Rsums are often structured to hide weaknesses.

True
False
23
LESSON 1
3.
The primary goal when reading rsums is:

a) To screen for any typos.
b) To find a match between the candidate and the job requirements.
c) To make sure the candidate has good references.
iti
on
d) To get a sense of the different types of candidates who are applying.

Choosing Candidates to Interview
Data Files:
Entry_level_resumes.doc
Ed
Choosing Candidates to
Interview
Setup:
Listen to the questions asked by your instructor and participate in the group discussion.
AT
IC
or
Scenario:
As a hiring manager, you have received a number of applications and rsums for an open
entry level position as a clerk. The position requires interactions with the public, as well as
good communication and organization skills.
2.
Which of the rsums would you put in the keep pile? Which would you immediately discard?
NO
DU
PL
Review the rsums and note any warning signs.
ct
1.
ru

of the datale Entry_level_
resumes.doc and distribute
them to your students.
Lesson 1 Follow-up
st
In this lesson, you prepared to interview.
Based on what you have learned, what changes will you make to your interview preparations?
In
Answers will vary
DO
1.
24
iti
on
LESSON 2
LESSON 2
Lesson Time
1 hour(s), 30 minutes
Ed
Interviewing a Candidate
and Completing the
Interview Process
Reconsider the search.
DU
T
NO
DO
ru
In
st
AT
Select a candidate.
IC
PL
Interview the candidate.
ct
or
You will:
Begin the interview.
In this lesson, you will conduct an interview and complete the interview process.
Lesson 2: Interviewing a Candidate and Completing the Interview Process
25
LESSON 2
Introduction
iti
on
While preparation is undoubtedly the key to a good interview, there are many factors to consider during the interview that will contribute to a positive outcome. In this lesson, you will
identify strategies for conducting comprehensive interviews and completing the interview process that will enable you to nd and hire the right person to meet your needs.
Using strategies for effective interviewing will best serve both you and the candidate. You will
have a very clear idea of who the applicant is, and the applicant will have a realistic understanding of the job opening and the company at large. With these interviewing strategies, you
will be able to make the most informed decisions about each candidate.
TOPIC A
Ed
Begin the Interview
Good managers want to make every interview run smoothly, regardless of the merits of the
individual candidates. The preparation you have completed will allow you to make the most of
your time with each applicant. You will not be shuffling through papers or relying on vague
memories of the applicants; instead, you will be able to get off to an efficient start. In this lesson, you will begin the interview.
AT
DU
ct
Denition:
Rapport is a relationship that is characterized by mutual trust and respect. Rapport is
often established when people nd something they have in common; however, it can
also develop when people choose to respect their differences in points of view, life
experience, or other factors.
ru
Rapport
IC
Rapport
PL
or
Sometimes the candidate and the hiring manager may both feel a little nervous at the beginning of an interview. Starting things off well can ease everyones nerves and allow for a more
productive interview.
In
26
NO
DO
st
In an interview, rapport can be established through eye contact, a smile, a warm handshake, and greeting the candidate by name. Also, you should introduce anyone else in
the room, pronouncing their names clearly. Lastly, small talk can soothe nerves, allowing both you and the candidate to hit a stride before getting to the important issues. Be
yourself and the candidate will pick up on your sincerity.
Sometimes even the most competent candidates will make a poor rst impression due to nervesthis
can be especially true in circumstances where a candidate is particularly anxious to be settled into a
new job or has had bad interview experiences in the past. So be sure to downplay anything embarrassing that has occurred. For example, if the candidate fumbles with a cup of coffee and spills it, make
light of it. You will bring out the best in candidates who feel comfortable, even during a small mishap.
LESSON 2
iti
on
Example:
Jamal is interviewing Christy for a position at his small media agency. When she
walks in, Jamal smiles, making eye contact, then shakes her hand and introduces himself. After introducing Christy to his colleague Evan, Jamal makes a good-natured joke
about his long-time friend. Evan comes back with some humor. Christy enjoys the banter and is pleased to have a minute to get settled; it helps her feel relaxed and ready
for the interview.
Jamal jokingly comments on Christys residenceMiami, Florida:
Why would you want to move to Boston? Its freezing here!
She responds that a close friend from college lives there and loves the area. They wrap
up the chat with everyone feeling comfortable.
Ed
Talk About the Candidate First

It is a fact of life that the days are busy around your organizationincluding the days
that youre interviewing candidates for open positions. As you are accustomed to managing your time carefully, it can be tempting to launch into the heart of the interview
very quickly by telling your candidate what he or she needs to know about the company or the position, yet it is important to remember that you should rst ask the
candidate about her interests and background. After rapport has been established, transition into the interview by asking the candidate to tell you a little more about herself.
Be sure to follow up on any pertinent issues.
AT
or
Communicate Hiring Procedures
PL
IC
Hiring Procedures
DU
ct
Denition:
Hiring procedures are the specics that inform the candidate about the hiring process
at your organization. They include the next steps you will take and the time frames in
which the process will occur. Because job hunting is stressful, you can court your best
candidates more successfully by being up front with them about what they can expect.
Also, you and your HR department will benet from informing candidates; since they
will be in the know, they will not be calling or emailing constantly to check on their
status.
NO
DO
st
ru
Example:
After a bit of small talk, Billy explains the hiring procedures to his candidate, Chris.
He tells Chris that if he becomes a nalist, he will receive a phone call most likely by
the end of next week. In that case, he will be interviewed again, but this time at the
downtown offices. Chris tells Billy that he feels much more at ease now that he knows
what to expect.
How to Begin the Interview
How to Begin the Interview
In
A great start that is both professional and welcoming will bring out the best in an interview
candidate and will allow you to see if he or she will be a good match for your current opening
and organization.
Guidelines:
To begin an interview well:
Establish rapport.
Make eye contact, smile, and shake hands with the candidate.
27
LESSON 2
Make some small talk, using humor when possible.
Be sincere.
Inform your candidate.
Tell your candidate what he or she can expect about the process.
Set the agenda, noting the areas you hope to cover.
Put yourself in the candidates shoes.
iti
on
Introduce anyone else in the room, enunciating their names clearly.
Allow the candidate to freshen up upon arriving.
Offer the candidate a beverage.
Provide lunch if the interview is scheduled to last most of the day.
Set the agenda.
Inform candidates exactly how the day will be structured.
If possible, provide them with a schedule before they arrive; include the
names and titles of people they will meet.
Include in your explanation all the areas you hope to cover in the interview.
Ed
Be realistic about the hiring process. Remind candidates that normal time lines
may need to be pushed back on occasion.
AT
or
Example:
Frances is looking to hire a new accountant for her real estate rm. Today, she is interviewing Bill, who has driven in from over 100 miles away through a mild snowstorm.
When he walks into the lobby, he seems a bit on edge.
IC
Frances meets him in the lobby, smiles cordially, and offers a reassuring handshake.
ct
Bill relaxes and smiles back.
PL
Frances: Hi, Im Frances. Im so glad you made it! I know the weather hasnt been
very cooperative!
DU
Bill: Hi, Im Bill Walker. Yeah, the roads werent great, but Im here. Glad to meet
you!
ru
Before they sit down for the interview, Frances points down a hallway to the restroom,
telling Bill that she is going to go get a cup of coffee. She asks,
Bill: Coffee would be great.
NO
Frances: Would you like coffee or a bottled water?
DO
st
Frances: Excellent! Ill meet you back here in a minute.
In
When they meet up, Frances begins the interview:
28
Frances: Okay, Bill, heres how things work in our process: If you become one of our
nalists, you will be informed on Friday. Then there will be a second round of interviews, which will include our district manager. Any questions?
Bill: No, that works for me.
LESSON 2
Frances: Okay then, heres what I hope to accomplish todayrst, I want to hear
about your current role. Then well talk about the organization and the way we operate
here. Of course, you can ask me any questions you might have. Then we can wrap
things up. Sound good?
iti
on

Beginning the Interview
Scenario:
As a manager at Our Global Company, you have scheduled interviews. To bring out the best in
your candidates, you will need to begin the interview in a positive and professional manner.
The hiring procedures include:
Ed
1.
a) The time frame of the hiring process at your company.

b) Offering your candidate coffee.
c) The next steps your organization will take in the hiring process.
What are some ways to establish rapport with a candidate?
AT
2.
IC
b) Ask the candidate about her trip.
or
a) Smile and make frequent eye contact.
d) Ask the candidate a technical question.
DU
ct
e) Offer a warm handshake.
To make your candidate feel comfortable, you can:

a) Use situational interviewing.
ru
b) Offer the candidate water or coffee.
NO
DO
In
st
d) Set the agenda.
c) Point out the restroom.
PL
c) Ask the candidate why he is so nervous.
3.
d) Introducing the candidate to the benefits personnel.
29
LESSON 2

Scenario:
Tomorrow, your candidate is coming in for a 10 A.M. interview. The cover letter and rsum
highlight excellent qualications, and the candidate was splendid in the preliminary phone
interview. You want to begin the interview effectively.
iti
on
Your candidate will be ying in from Atlanta. Your corporate headquarters is located in a rural
area; the road from the airport to your town is lined with maple syrup producing farms and
beautiful fall foliage. There is a good local coffee shop down the street. It has been raining all
week; meanwhile, it has been sunny in Atlanta.
Ed
You have the nal say in hiring decisions at your company. Therefore, the process normally
moves along quickly. You have already interviewed three other candidates; one was okay, but
not as strong a candidate as the one you are interviewing today.
At some point, you want to take the candidate on a tour of the companys impressive facilities.
Also, the interview will be running through the lunch hour.
How do these ways to begin an interview compare to real life interviews you have experienced? What could the interviewer have done more effectively?
AT
IC
DU
PL
ct
TOPIC B
2.
or
With a partner, role play your way through the beginning stages of the interview.
NO
ru
Interview the Candidate

You have made introductions and established rapport with the candidate. Now you can move
into the heart of the interview. In this topic, you will interview the candidate using strategies
for success.
st
In the role play activity,

participants will have the
opportunity to decide if and
how they will incorporate the
information from the scenario.
Remember that one of the tips
for establishing rapport is Be
yourself. If they are following
this advice, then different
participants will go about
beginning the interview in
different ways. Challenge your
students, during the
discussion, to discern the
interviewers personality traits
and, if necessary, to
distinguish them from
incomplete or ineffective
techniques.
1.
In
DO
An interview is a unique type of interaction that will give you a much more complete picture
of the candidate than just a rsum alone. Interviewing well will help you know if the person
sitting in front of you is the best person for the job, or if you will need to keep searching.
30
LESSON 2
Job Expectations
Job Expectations
iti
on
Denition:
Job expectations are conditions that tell a candidate what he or she could expect upon
beginning to work for a company. Job expectations include the principal responsibilities of the role, along with the amount of time spent on various tasks. Also included
are shift hours, policies about breaks and lunches, the dress code, and any other important departmental or company-wide procedures. Job expectations often reect the
organizations corporate culture. They can be introduced all at once or as they come up
in the interview.
Ed
Example:
Bob is interviewing Maria for a position as a software engineer. After the introductions, Bob explains the responsibilities of software engineers at his company. Then he
begins asking Maria some questions from his script. At one point, Maria mentions that
she is interested in a exible structure. Here, Bob sees the opportunity to bring up
some of the job expectations:
Bob: At our company, we have core hoursyou must be in the office between 9 AM
and 3 PM, but when you come in and leave is up to you, as long as it adds up to eight
hours a day. Also, you can work at home up to two days per week, as you choose.
Maria is pleased to hear this.
AT
IC
or
Bob: Before I forget, let me mention that we do have a strict policy regarding proprietary issues. Our software engineers must sign an agreement stating that they will not
share our work in progress, in any degree of detail, with anyone outside the company.
I just wanted to put that out there for you so you understand the expectations clearly.
Do you have any questions or concerns about this?
PL
DU
ct
Unique Job Expectations

While it is not necessary to go over everything in great detail, it is important to alert
candidates to anything unique to your organization that could affect a candidates decision about whether to come to work for you.
ru
Advantages and Disadvantages of Note Taking
NO
DO
In
st
Some interviewers take copious notes during an interview; others may jot down a single
thought here and there or nothing at all. There are advantages and disadvantages to taking
notes during an interview.
31
LESSON 2
Details
Advantages of note taking
Allows you to record thoughts without interrupting the candidate.

Record facts and impressions while they are
freshest in your mind.
Record information that is otherwise not
available.
Gives you one more device to compare
candidates.
Can convey to the candidate how seriously you
take the hiring process.
Disadvantages of note taking
Could end up missing an important nonverbal

reaction.
Could interrupt the ow of the candidates
thoughts.
May be writing down information that is
already available to you.
May cause the candidate to lose his concentration.
May make some candidates more nervous and
less able to present a good picture of their
qualications.
AT
or
Ed
iti
on
Category
IC
PL
DU
ru
ct
Note Taking Styles

The amount of note taking you engage in depends on your preferences. Its important
to remember, however, that both you and the candidate will probably be best served if
you use a balanced approach to note taking, making sure that you record important
facts and insights while keeping your candidate comfortable. Keep your notes matterof-fact and non-judgmental; never make a note about a candidate that you would be
embarrassed for him to read.
NO
Basics of Nonverbal Communication
DO
st
The messages that candidates send with their body language can be just as signicant as the
messages they send with their words; that is because most nonverbal communication is instinctive and therefore cannot easily be disguised. An understanding of the basics of nonverbal
communication can help you determine if your candidate is nervous, disinterested, sincere, or
arrogant. An increased understanding of nonverbal cues can also make you aware of the messages you are sending, showing you how to send the right signals and avoid body language
that communicates negative messages.
In
There are some basic positive nonverbal signals you should be aware of.
32
LESSON 2
Meaning
Eye contact
Appropriate eye contact can demonstrate condence on the part of the candidate and interest on
the part of the interviewer.
Good posture
Good posture (upright or slightly leaning forward)

can indicate self-assurance and interest on the part
of the candidate and concentration on the part of
the interviewer.
Good handshake
A relaxed but rm handshake can be a further

indication of condence, especially when coupled
with eye contact.
iti
on
Signal
Ed
Be aware that the norms of nonverbal communication may be different in other cultures. In some cultures,
people are very open, even with new acquaintances, while in others, people may feel uncomfortable acting too
familiar with someone they have just met or someone in a position of authority. It may be helpful to do some
research on common cultural signiers that you may encounter in your interviews so that you can be sensitive to
the diverse spectrum of ways that people interact. For example, what is considered appropriate eye contact varies
radically between cultures. In fact, in some cultures, looking at the speaker in a conversation is considered rude,
whereas looking away when someone is talking is polite.
AT
Signals
DU
NO
An evasive candidate could be trying to hide

something, such as the fact that he or she does not
know how to answer a certain question (especially
regarding termination from a previous job). Evasiveness can be detected by a lack of direct eye
contact, dgeting with a pen or other object, rigid
posture, and talking around a question, especially
with a confusing use of jargon.
DO
ru
st
In
PL
An arrogant candidate may appear a bit too comfortable, with an arm resting lazily over part of the
chair, legs crossed, or hands making expansive
gestures. Also, an arrogant candidate may regularly
interrupt the interviewer, sometimes even adopting
a tone that seems to be lecturing. This may be
because the candidate actually feels that he or she
is overqualied for the job, or it may be in overcompensation for a lack of condence. Do not
forget that these behaviors could also be symptoms
of nervousness.
ct
Arrogance
Evasiveness
IC
or
There are some nonverbal cues that tend to signal negative messages.
Message
Negative Nonverbal Communication
33
LESSON 2
Signals
Boredom
Boredom will rarely be displayed by a candidate;

after all, most people agree to take the time and
effort to do an interview because they really want
or need the job. Boredom can, however, be signalled by the interviewer, so take heed if you nd
yourself beginning to get bored or impatient with
the interview process. Boredom can be conveyed
by yawning, looking frequently at ones watch or
the clock on the wall, a glazed or insincere expression, or dgeting idly with an object. Remember
that regardless of what you think about the candidate, you never want to appear inattentive or
unprofessional.
iti
on
Message
Ed
Nervousness
Bear in mind that nervousness is one of the most commonly signaled states during an
interview. Do not make the mistake of thinking that a nervous candidate lacks the condence to be a great employee. Nervousness, for example, can sometimes be a sign
that a candidate is very interested in the positionin some cases, he or she may view
the job as fullling a long time career goal. Therefore, the stakes are high and a candidate can become nervous.
AT
IC
PL
or
Some nervousness may actually be a good thing; it can indicate that there is a real
investment on the part of the candidate. Nervousness can be signaled by a tapping
foot, an unconscious touching of ones face (ear, lip, or scratching the nose are typical), eyes that indicate a bit of uneasiness or fear, an inability to get comfortable in a
chair, or a high-pitched voice.
DU
ru
ct
Extreme Nervousness
Often candidates will begin by being more nervous; the symptoms of nervousness will
usually diminish as the interview progresses and the candidate becomes more comfortable. When a candidate has severe symptoms of nervousness that last throughout the
interview without diminishing, it can become a genuine cause for concern for the interviewer and needs to be included as part of your evaluation of the candidate.
DO
After extensive preparation, your interview with the candidate will be the major factor in making a hiring decision.
st
How to Interview the

Candidate
NO
How to Interview the Candidate
In
Guidelines:
To effectively interview a candidate:
Set the job expectations.
34
Tell your candidate about the basic responsibilities of the job role.
Mention how much time is spent performing different job functions.
Explain how your corporate culture is reected in the organizations policies

and procedures.
Consider anything else about your organization that the candidate should
know.
Are you taking notes to give you a factual basis with which you can compare
candidates?
Are you taking so many notes that you miss important answers or nonverbal
cues from your candidate?
Is your note taking interrupting the ow of the candidates thoughts?
Are you writing down information that is already available to you in the
rsum or cover letter?
Has your note taking caused the candidate to force speech that is unnatural?
Has your note taking caused a candidate undo nervousness?
iti
on
Are you taking notes to record your impressions while they are freshest in
your mind?
Recognize the basics of nonverbal communication.
Do you recognize physical signs that often indicate condence, interest, concentration, and relaxation?
Do you recognize the physical signs that often indicate arrogance, evasiveness, and boredom?
Can you spot a nervous candidate?
Can you calm a nervous candidate?
AT
or
Combat your own biases during the interviewing process.
Ed
Be aware of your value system and the ways in which you think about other
people.
List potential differences between you and a candidate and carefully consider
each item.
Minimize your personal biases by focusing on the applicants skill levels and
the job requirements.
PL
DU
Deal strategically with nervous candidates.
IC
Resist allowing candidates to not respond to questions when they are

stumped. Instead, give them time to formulate an answer.
If a candidate remains stumped, simply come back to the issue later after the
candidate has regained momentum.
For nervous candidates who actually talk too much, use well-timed interruptions to help them regain their focus.
NO
If you sense that the candidate is providing you with pat answers, ask more challenging questions.
Ask the candidate to elaborate on experiences or dene key terms.
Ask hypothetical questions, rather than focusing on past experiences.
Require candidates to make a judgment call.
Reframe a candidates answer by role-playing a critical perspective.
Consider using a stress question.
Employ multi-layered questions.
In
DO
Are you taking notes to record thoughts without interrupting the candidate?
ct
ru
Incorporate note taking into the interview.
st
LESSON 2
Balance skepticism with diplomacy.
35
LESSON 2
Be careful to avoid the impression of a personal attack; instead, make sure

that the candidate recognizes the tough questions as part of your interviewer
role.
Be aware of the type of response you want to elicit. If you upset a candidate
unintentionally, apologize and reassure the candidate of your intentions.
Consider shifting your fundamental strategy, if you are not getting the results you
anticipated.
Allow candidates to deviate from scripted responses. Dont redirect them prematurely to the topic at hand.
Avoid dominating an interview. Keep your responses brief and relevant.
iti
on
Ed
Example:
Ezra is interviewing Wayne for a position as a systems analyst. As he works through
his script, he cannot help but notice that Wayne appears arrogantly informal: His arm
is dangling over the back of his chair and his legs are crossed casually, as though he is
at a movie. However, when Wayne begins answering questions, his voice cracks and
he taps his foot without realizing it.
Ezra observes that Wayne seems nervous and may be trying to overcompensate by
appearing relaxed. At one point, Ezra asks a question that Wayne cannot seem to
answer. Ezra smiles warmly and reassures him, then moves on to other subjects.
AT
or
When Wayne begins to talk about his previous experience, he regains his condence.
Ezra notices that he sits upright, leans slightly forward, and makes frequent eye contact, indicating that he is feeling more relaxed and self-assured.
PL
IC
Ezra asks about some of the cutting-edge work Wayne has done in the eld. Ezra
steals a glance at Waynes rsum again, seeing that while this information is represented, Wayne is going into interesting specic details. He decides to jot down a few
notes.
DU
ct
Ezra has already interviewed several candidates and knows that he can use the notes as
one more device with which to compare his prospective hires. He likes to write down
important thoughts and impressions while they are still fresh in his mind.
NO
ru
In the latter part of the interview, Ezra tells Wayne about the job expectations. He
mentions the core responsibilities and how the analysts spend their time. He also indicates that the position would require working closely with the system administrator and
the IT department; in fact, some team problem-solving could be expected. Ezra adds,
however, that telecommuting remains a possibility for the individual in the role.
DO
In
st
He is sure to mention that the atmosphere in the office is traditional and professional
and that high prole clients are often on site. He feels that this will give Wayne a reasonable sense of what it would be like to work in the organization.
36
LESSON 2

Conducting the Interview
Job expectations include:

a) Shift hours.
b) The history of the company.
c) The major responsibilities of the role.
2.
Ed
d) The policies of the department.
True or False? During an interview, a hiring manager should be taking a good amount
of notes.
True
False
3.
Boredom can be indicated by:
AT
or
a) Making direct eye contact.

b) A glazed over or insincere expression.
IC
c) Asking a lot of technical questions.
DO
NO
DU
ct
ru
In
st
PL
d) Frequently looking at your watch.

e) Checking ones cell phone.
1.
iti
on
Scenario:
In order to hire the best candidate, you will need to conduct effective interviews.
37
LESSON 2

Sample_interview.doc, Job_description.doc
Setup:
Listen to the questions your instructor asks, then participate in the role-play.
Ed
Scenario:
You have set up an interview with a candidate for your open graphic designer position. After
reviewing both the qualications and the job requirements, you are prepared to interview the
candidate.
Determine whether you want to take notes on the candidates responses, then interview
the candidate.
2.
Discuss your experience with note taking during an interview. How do you incorporate it
into the interviews you conduct? Have you had any memorable experiences with note taking, either as an interviewer or as a candidate? What made this a good or bad experience?
3.
Discuss the nonverbals of the candidate. Did they play a significant role in the interview?
Did everyone interpret them in the same way?
AT
IC
PL
DU
T
NO
DO
ru
In
st
1.
ct

of the datales Sample_
interview.doc and Job_
description.doc and distribute
them to the class.
iti
on
Data Files:
or
38
LESSON 2
TOPIC C
iti
on
Select the Candidate

Now that the interviews are over, you should have all the tools you need to make a decision
and add that great new member to the team. In this topic, you will select a candidate.
If you nd the right person for your department, you will need to complete the interview process in order to bring him or her on board. Selecting the right candidate is the next step to
completing the interview process.
Listening to Your Gut
Ed
Your gut feelings or instincts about a candidate will often be a helpful factor in making hiring decisions. Your instincts, after all, have developed through years of experiences relating to
and communicating with a variety of people. Researchers tell us that our intuition about people
may be based on the brains ability to quickly match patterns of behavior with past experiences.
Characteristics
DU
Often the appearance of youth can be interpreted

as inexperience, while in some cultures age may
be overvalued as an indicator of responsibility or
competence.
ru
Age
PL
Psychological research has shown that individuals

who are seen as attractive are also considered
more intelligent.
ct
Attractiveness
IC
Perceptual Bias
AT
or
Listening to your instincts can alert you to any strong doubts you may be having about a candidate. In the case of doubt, it is worth pursuing an investigation of your gut feelings.
However, be sure to double check your gut feelings against the candidates rsum. If the candidates qualications are a perfect match, but your gut is telling you that something is not
right, you should probably listen to the facts. In addition, do not let a great impression overrule a serious lack of qualications.
Linguistic Differences
In every culture, there are hierarchies of accents

and language use that can affect ones attitude
toward job applicants.
In
DO
NO
In many cultures, stereotypes about racial and ethnic groups can be pervasive; even if not overt,
such thoughts can skew ones perceptions.
st
Racial and Ethnic Identity
39
LESSON 2
The Importance of Seeking a Second Opinion
iti
on
Perhaps the most important step you can take to test your intuition is to seek a second opinion.
Discuss the candidates carefully with other team members. If you and at least one other team
member have strong feelings of uneasiness, or if you both feel perfectly condent about a candidate, you can probably trust those feelings. It is always a good idea to have other members
of management review application materials. Their observations may shed new light on the
candidates. Often, you will discover the deeper meanings beneath your impressions just by
talking about them.
Checking References
When permitted by your human resources department, references can be a signicant help in
choosing the right candidate for a job at your organization.
Ed
When checking references, you need to ensure that your information is relevant and comprehensive:
Be sure to have a list of questions prepared before you call.

Think again of your position requirements, and ask the reference about the candidates
skills in the areas you are targeting.
Be sure to ask how long and in what capacity the reference has known the candidate.
Use the opportunity to inquire about the applicants interests outside of work.
Follow up on any written references with a phone call.
AT
IC
PL
ct
or
Human Resources and References

Many managers rely exclusively on their human resources personnel to contact references. However, whenever possible, you can benet from participating in this process
yourself, provided that your participation falls within the rules set forth by HR. This
way, you can ask the questions that are most pertinent to the job role.
DU
Differences Between You and the Candidate
NO
ru
Good managers understand that hiring is a complex process and that, at times, it can be difficult to remain objective. Differences between you and the candidate, for example, can
inuence nal hiring decisions. It can be tempting to like a candidate you understand well.
Likewise, it can be tempting to dismiss an applicant with whom you may not have much in
common. Potential differences between you and the candidate include values, cultural or ethnic
background, temperament, communication style, personality, physical appearance, gender, and
geographic location.
DO
In
st
Metrics
In addition to careful reection, several other techniques can help ensure greater objectivity during the interviewing process. The use of metrics is a good practice; they
allow you to focus on the skills required for the position and the specic ways in
which each candidate does or does not meet those requirements. A common metric that
organizations use is to list the position requirements and score each candidate on
each requirement. A simple method is to use a 3 if the candidate is strong in a certain area, a 2 if the candidate is average in an area, and a 1 if a candidate is weak
in a particular area.
40
LESSON 2
Internal and External Factors that May Inuence
an Interview
iti
on
It is especially important to take time after an interview to reect and sort out exactly what
took place. Remember that we are only human, and while we may have good intentions, our
points of view can be skewed by a variety of internal and external factors.
Your own physical and mental health may inuence an interview. If you were suffering from
allergies, a head cold, or even depression, chances are that you will look upon the interview as
a negative experience. Some external factors may also affect you. You may have been stuck in
a traffic jam, or your buildings air conditioner may be malfunctioning. Such events do not
have to be negative: An unexpected positive development could just as easily skew your thinking about an interview. As a manager, you must learn to recognize the factors that tend to
inuence you the most.
How to Select a Candidate
Ed
Properly selecting a candidate will ensure that you have objectively chosen the best person for
the job, whose education, experience, and temperament suggest a high possibility of a successful t with your company.
Have you tried to minimize the impact of your perceptual biases?
If others were involved in the interviewing, how do their opinions align with
your impressions?
IC
PL
ct
Compare the applicants skills with the job requirements.
AT
What did your instincts tell you about the applicant? Are you clear about
your feelings? Does the applicants rsum support your gut feel?
or
Are there missing requirements?
Gauge a candidates potential to grow with the company versus his or her
immediate usefulness.
Does the candidate show potential to learn new skills that may compensate
for a lack of specic training?
Does the candidate appear to be ready to make a long-term commitment to

the company? Can the candidate adequately account for a history of jobhopping?
DO
NO
DU
Rank the applicants skill levels and the job requirements. Is there a good
match?
ru
st
Guidelines:
To effectively select a candidate, consider these quidelines:
Recapture your initial impression by reviewing your interview notes.
How to Select a Candidate
Does the candidate appear likely to work cooperatively with other employees? Is there a good temperamental t?
Are there desirable additional skills that the applicant possesses?
In
Follow your companys hiring protocols.
41
LESSON 2
iti
on
Example:
Max wanted to ll an open position in the customer service department for his insurance agency. Three licensed applicants, Lee, Kim, and Sara, made it through the nal
performance interviews. Although a quick decision was needed, Max had made a commitment to the importance of a comprehensive follow-up. He contacted each
applicants personal references by phone and asked a set of questions designed to conrm claims, determine the applicants listening and problem-solving skills, and
estimate the degree of patience he or she would show under stress. He conrmed all
the candidates references, but he was told that the license Lee held applied to a different state.
Ed
All the candidates presented themselves as polished and professional, with wellrehearsed responses to his questions. Uneasy with the careful and diplomatic answers,
Max shifted gears and asked each candidate a series of challenging questions. He
asked multiple follow-up questions until he received what he thought were more open
responses. While Kim and Sara seemed to enjoy the give-and-take, Lee seemed more
uncomfortable with Maxs more aggressive method. Realizing this, Max assured him
that he was merely trying to gain a fuller understanding of the job candidates, not
attack them.
AT
or
Next, Max reviewed his interview notes for each applicant. He felt very comfortable
with Sara, who performed an adequate test. He thought Kim seemed pleasant, but she
struggled with the performance test. Lee was aloof with very little to say during the
interview and his test performance was far better than the other two candidates. The
three interviewing supervisors had some negative comments about both Kim and Sara,
but they were very positive about Lee. Surprised at their evaluation, Max scrutinized
his attitude to see if any perceptual biases had clouded his judgment. He thought about
whether his negative evaluations of Lees social skills and his approval of Kim and
Sara were due to his own cultural biases.
IC
PL
DU
T
NO
DO
In
st
ru
ct
Finally, Max underlined the key job requirements in the job description and ranked
them according to importance. He also ranked each applicants job experience and
compared them to the job requirements. Lees experience matched highly. It was obvious that Lee was the best applicant based on the job needs, but Max favored Sara. He
was concerned about Lees license and still uncomfortable with Lees interview
impression. He spoke with the three supervisors about his concerns. They told him that
Lee was properly licensed in three states and that they saw his attitude as calm and
business-like. Max decided to hire based on the job requirements, not his gut feeling,
and offered Lee the job.
42
LESSON 2

Selecting a Candidate
Which two items work together to strengthen your personal understanding of a job
candidate?
a) A candidates reference list and rsum.
c) A rsum and interview notes.
d) Job references and interview notes.
2.
Ed
b) Job references and personal references.
Silvias intuition tells her that Alfred would not be right for the sales position. She
wants to be sure that her feelings can be trusted. What should she do?
a) Invite the applicant for another interview.
1.
iti
on
Scenario:
As a manager at Our Global Company, you have completed interviewing. To choose the best
person for the job, you will need to select strategies to help you compare and evaluate the candidates.
b) Get the opinions of others who had contact with the applicant.
AT
What is the advantage of participating in checking a candidates references?
ct
a) You can eliminate the biased references.
b) You do not have to waste time phoning the written references.
PL
3.
IC
d) Review her interview notes.
or
c) Review Alfreds rsum against the job description.
DU
c) You can streamline the process by avoiding the human resources department.
T
NO
DO
In
st
ru
d) You can ask questions specific to the job role.
43
LESSON 2

iti
on
Sample_resume.doc, Job_description.doc
1.
Read the information provided by your instructor.
2.
Listen to the directions from your instructor and participate in the small group discussion.
Ed
Scenario:
You have completed three interviews for the brand manager position in your division. You
have the job description, interview notes, and the applicants rsums. You will need to choose
the best person for the job.
Review the job description, interview notes, and rsums. Is the job description adequate?
If not, how would you change it?
2.
How well do the applicants skills match the job description? What similarities and differences exist between the candidates? Which of the applicants have skills that are not
required but would be useful in the job? Explain.
3.
Who would you hire for this job?
4.
Group Discussion: Which candidates were not chosen? Why? What methods did you use to
make the choice? How could this interview process have been improved?
AT
IC
PL
DU
T
NO
DO
ru
In
st
1.
ct

Also, you may want to print
copies of the datales
Sample_resume.doc and Job_
description.doc and distribute
copies to the class.
Data Files:
or
Discussion Activity
44
LESSON 2
TOPIC D
iti
on
Reconsider the Search

You have screened carefully, interviewed everyone you thought worthy, and followed up with
each promising candidate. But something is not right: You did not nd the right person to ll
the position. Now what? In this lesson, you will reconsider the search.
If you have completed the interviews and still feel that you have not found the best person for
the job, do not despair; you still have other options. The right person is out there; it just may
require some extra effort to secure him or her for your team. You just need to reconsider the
search.
How to Reconsider the Search
Ed
When faced with a pool of candidates who do not meet the job expectations, there are actions
you can take to improve your chances of nding a suitable candidate.
How to Reconsider the Search
Guidelines:
To reconsider your search:
Analyze the failure of applicants to meet the job requirements.
Does the candidate pools general skill level seem more applicable to a different job, suggesting your failure to specify exact requirements in your
advertising?
IC
AT
Review the candidate pool. Were there deciencies in education, experience,

or interpersonal skills?
or
Reevaluate the position.
Are any aspects of the job transferable to other positions?
Can you outsource some of the requirements?
Analyze the attractiveness of the position and address deciencies.

Is there adequate compensation for the position? Are your companys benets
comparable to industry standards?
Have you communicated adequately the growth potential of the position?
DO
Is your corporate culture sufficiently attractive enough to lure qualied candidates?
Review your interviewing process.
Have you selected the correct interview strategy? Or have your methods
alienated qualied candidates?
In
NO
DU
Are all of the requirements realistic?
ru
st
PL
Determine if your search should focus on more general qualities (an ability to
learn on the job or communication skills) rather than specic technical skills.
ct
Have you engaged the right internal resources? Do you need to include others in the process?
Consider a new advertising strategy.
Where does your ideal candidate look for a job?
45
LESSON 2
Do you need to widen the reach of your advertisement?
Have you utilized professional publications that match the most important job
requirement?
Ed
iti
on
Example:
Tom had been interviewing candidates for a quality assurance supervisor for several
weeks. None of the applicants met his criteria for previous quality assurance experience, management skills, and advanced statistical analysis skills. After discussions with
the human resources manager, he rejected the option of re-advertising in statistical and
engineering quarterlies. Instead, he decided to review the job function with his other
quality assurance managers and a few select staff members. As a result of this review,
Tom opted to use the resources provided by the companys engineering group for statistical analysis. This allowed him to change the description of the open position,
focusing on management and quality assurance experience. He then reopened the job
search with the revised job description and was later pleased at the number of qualied
applicants.
Reconsidering the Search
AT
IC
PL
You have been searching for a database administrator with experience, but your
responding applicants have been recent computer science graduates. What would be
the most reasonable step to take?
ct
1.
or
Scenario:
As a manager at Our Global Company, you have completed a full recruitment cycle and none
of the applicants met your expectations. To meet your continuing personnel need, you will
have to reconsider your search.
DU
a) Widen the distribution of the advertisement.

b) Evaluate the job tasks again.
Your job advertisement had very wide distribution, but very few people applied and
even fewer indicated interest in the position after the first telephone interview. What
should you do?
st
2.
NO
d) Investigate outsourcing the job.
ru
c) Find other job positions to handle parts of the job function.
DO
a) Make sure the job requirements are valid.

b) Wait several weeks and republish the advertisement.
c) Limit the advertisement to project management journals.
In
d) Consider transferring some of the job responsibilities to other existing positions.
46
LESSON 2
3.
The employee that you are replacing had experience from other areas of the company.
None of the applicants had the same skill set. What should you do?
a) Rewrite the advertisement to include the previous employees skills.
b) Widen the distribution of the original advertisement.
c) Narrow the distribution of the original advertisement.
4.
iti
on
d) Review the job function.
Part of the job is routine, and some candidates have indicated that they preferred a
more challenging job. What change could you make?
a) Remove the routine items from the advertisement.
b) Move this task to another position in the department.
c) Outsource the routine task.
Ed
d) Present the routine task as a change of pace.
AT
IC
or
Setup:
Listen to the directions from your instructor and participate in the small group discussion.
PL
DU
Diagnose why the hiring process was not successful.
2.
What actions would you take when reconsidering the search? Would you find ways to
attract better candidates? Or reevaluate the position itself?
In
DO
1.
st

NO
ru
ct
Scenario:
You have been interviewing candidates for a managerial position. The employee whose position you are lling had been with the company as your departments role evolved. She had
acquired numerous technical skills outside her area of expertise to help her manager operations. Human Resources position requirements are extensive: the candidate must not only have
signicant managerial experience, but also technological expertise in a number of areas. While
some candidates had impressive managerial backgrounds, they lacked the breadth of knowledge required by the position. Younger candidates who possessed the required technical skills
lacked managerial experience. No candidate was hired, and now you must reevaluate the hiring
process.

Discussion Activity
47
LESSON 2
Lesson 2 Follow-up
In this lesson, you conducted an interview and completed the interview process.
1.
Are you using strategies for conducting effective interviews?
2.
iti
on
Answers will vary.
What changes will you make to your interviewing approach?
E
AT
IC
PL
DU
T
NO
DO
In
st
ru
ct
or
Ed
Answers will vary.
48
FOLLOW-UP
Follow-up
1.
What interviewing and follow up procedures have you used in the past?
Answers will vary.
What new elements will you add to your recruitment strategies?
iti
on
2.
Answers will vary.
Whats Next?
E
AT
IC
PL
DU
T
NO
DO
In
st
ru
ct
or
Ed
After completing this course, you may want to take Performance Management and Coaching
Essentials.
49
E
AT
IC
PL
DU
T
NO
DO
In
st
ru
ct
or
Ed
iti
on
NOTES
50
iti
on
LESSON
LABS
LESSON LABS
Scenario:
T
NO
DO
Given the necessary classroom

time and computer resources,
you may want to have students
participate in the business
simulation for this lesson. To
prepare yourself for possible
student questions, run through
the simulation yourself before
class so that you are familiar
with the decisions in the
simulation. Make yourself
readily available to students
while they participate in the
simulation.
In
st
DU
ct
In order to participate in an interactive business simulation, launch the business simulation

executable file for this lesson on the CD-ROM.
ru
1.
How You Do It
PL
What You Do
AT
or
Preparing to Interview
IC
LESSON 1 LAB 1
Ed
Due to classroom setup constraints, some labs cannot be keyed in sequence immediately following their associated lesson. Your instructor will tell you whether your labs can be practiced
immediately following the lesson or whether they require separate setup from the main lesson
content. Lesson-level lab setup information is listed in the front of this manual in the course
setup section.
Lesson Labs
51
LESSON
LABS
LESSON 2 LAB 1
Scenario:
Janrex is an international corporation with offices in San Jose, New York City, London, Tokyo,
and Helsinki that offers a wide variety of goods and services. A long-time corporate accountant
at Janrex New York has recently decided to pursue an opportunity elsewhere. Today, you will
be conducting an interview with Suzanne Brown, who looks to be an excellent candidate for
the open position.
In order to participate in an interactive business simulation, launch the business simulation

executable file for this lesson on the CD-ROM.
AT
IC
PL
DO
NO
DU
ct
ru
In
st
Ed
1.
or
Given the necessary classroom

time and computer resources,
you may want to have students
participate in the business
simulation for this lesson. To
prepare yourself for possible
student questions, run through
the simulation yourself before
class so that you are familiar
with the decisions in the
simulation. Make yourself
readily available to students
while they participate in the
simulation.
iti
on
Completing the Interview Process
52
GLOSSARY
iti
on
GLOSSARY
outline
A brief account of your script, covering at
least the main points and important details.
behavioral interviewing
A form of interviewing in which the interviewer asks specic questions about the
candidates previous experiences, based on
the belief that past performance is the best
indicator of future performance.
interview strategy
A comprehensive plan for conducting an
interview.
AT
IC
T
NO
DO
st
ru
interview script
A plan that details how a manager will conduct the interview. Interview scripts can be
very detailed or contain just a few comments.
However, they usually include at least some
specic questions the manager intends to ask
the candidates.
DU
ct
hiring procedures
The specic details about the hiring process
at your organization, including next steps and
time frames.
situational interviewing
An interviewing strategy in which the interviewer describes typical job situations and
asks the candidate how he or she would
respond. A variation on this technique is to
put a candidate in the job role on site and see
how he or she responds. For example, if a
candidate was applying for an instructor position, you might ask some questions, and then
hand the candidate a marker and send him or
her to the white board, saying, Okay, now
teach me something.
or
follow-up questions
Questions asked in response to an
interviewees answer to a previous question.
Classic follow-up questions include Why?
and Can you give me an example?
rapport
A relationship that is characterized by mutual
trust and respect.
PL
corporate culture
The personality of an organization; the core
values of the organization that may be
expressed in the general atmosphere of a typical day on the job.
Ed
position requirements
A job description that includes every major
component of the open position.
In
job expectations
Conditions that tell a candidate what he or
she can expect upon coming to work for an
organization.
multi-layered questions
Questions that contain multiple elaborations.
Glossary
53
E
AT
IC
PL
DU
T
NO
DO
In
st
ru
ct
or
Ed
iti
on
NOTES
54
INDEX
iti
on
INDEX
B
behavioral interviewing, 11
selecting a strategy, 18
situational interviewing, 13
C
corporate culture, 5
or
interview process, 2
interview script, 17
interview strategy, 10
nonverbal communication, 32
note taking, 31
outline, 18
st
DU
In
position requirements, 3
ru
NO
management style, 6
multi-layered questions, 16
DO
ct
job expectations, 31
AT
hiring procedures, 27
IC
PL
follow-up questions, 17
Ed
question types, 14
rapport, 26
rsum warning signs, 22
Index
55
E
AT
IC
PL
DU
T
NO
DO
In
st
ru
ct
or
Ed
iti
on
NOTES
56
DO
T
NO
Ed
E
AT
IC
PL
DU
or
ct
ru
st
In
iti
on

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Interviewing Skills for Management

Interviewing Skills for

Interviewing Skills for Management

Part Number: NH88676 (IGEE)

Interviewing Skills for Management

INTERVIEWING SKILLS FOR MANAGEMENT

The Interview Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Consulting with HR Before You Begin . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Compiling Position Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

A. Dene the Position Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Using Behavioral Interviewing to Target Traits . . . . . . . . . . . . . . . . . . . . . . 12

C. Choose Candidates for Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Rsum Warning Signs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

C. Select the Candidate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Differences Between You and the Candidate . . . . . . . . . . . . . . . . . . . . . 40

Internal and External Factors that May Inuence an Interview . . . . . . . 41

D. Reconsider the Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Interviewing Skills for Management

ABOUT THIS COURSE

Managers and supervisors who need practical interviewing skills.

How to Use This Book

conduct an interview and complete the interview process.

Interviewing Skills for Management

Screen resolution of 800 x 600 set to 256 colors.

If you wish to use the

Interviewing Skills for Management

Choose candidates for interviews.

Dene the position requirements.

In this lesson, you will prepare to interview.

Lesson 1: Preparing to Interview

Dene the Position Requirements

The Interview Process

Figure 1-1: The Interview Process

Interviewing Skills for Management

Consulting with HR Before You Begin

Lesson 1: Preparing to Interview

Major Company Goal

Compiling Position Requirements

Interviewing Skills for Management

Have some key team members write out a detailed description

Learn from the past

Each employee is engrossed in business, typing away. At one point, a manager

Lesson 1: Preparing to Interview

Finding the Right Fit

Well work together.

Well think of new ideas.

Often a workhorse, this type of manager focuses on results.

This kind of manager believes in the strength of company

Well play by the rules.

This is the classic people person, a manager who, rst and

Interviewing Skills for Management

Managers vs. Leaders

How to Dene the Position Requirements

What trends, patterns, and issues are you noticing?

Is a new hire the best answer, or are other measures necessary?

Outline all the major responsibilities of the job role.

Include any specialized or unusual components of the job role.

Paraphrase a major department or company goal.

Consider your companys corporate culture.

What does it feel like to go to work on a typical day?

What makes your organization unique?

How to Dene the Position