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  • Interview Process

    Transféré par

    Pulkit Garg
    23 vues8 pages
    This document provides guidance on conducting effective job interviews. It discusses establishing rapport with candidates, using different types of questions to gather information and assess fit, maintaining a conversational tone, and structuring the interview in an opening, body, and closing format with suggested time allotments. Key parts of the closing include thanking candidates and providing next steps depending on their assessment as a no, maybe, or probable fit. The document also identifies common evaluation mistakes to avoid such as halo effects, stereotyping, and first impressions bias.

    Description originale:

    How the interview process be conducted

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    This document provides guidance on conducting effective job interviews. It discusses establishing rapport with candidates, using different types of questions to gather information and assess fit, maintaining a conversational tone, and structuring the interview in an opening, body, and closing format with suggested time allotments. Key parts of the closing include thanking candidates and providing next steps depending on their assessment as a no, maybe, or probable fit. The document also identifies common evaluation mistakes to avoid such as halo effects, stereotyping, and first impressions bias.

    Droits d'auteur :

    © All Rights Reserved
    Téléchargez comme PPTX, PDF, TXT ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    23 vues8 pages

    Interview Process

    Transféré par

    Pulkit Garg
    This document provides guidance on conducting effective job interviews. It discusses establishing rapport with candidates, using different types of questions to gather information and assess fit, maintaining a conversational tone, and structuring the interview in an opening, body, and closing format with suggested time allotments. Key parts of the closing include thanking candidates and providing next steps depending on their assessment as a no, maybe, or probable fit. The document also identifies common evaluation mistakes to avoid such as halo effects, stereotyping, and first impressions bias.

    Droits d'auteur :

    © All Rights Reserved
    Téléchargez comme PPTX, PDF, TXT ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    sur 8

    Interview

    Process

    Manoranjan Dhal
    Types of Questions

    1. Rapport-Building
    2. Closed Ended
    3. Open Ended
    4. Non-Questions
    5. Probing Questions
    COMMUNICATION PROCESS IN
    INTERVIEWING
    Build rapport
    Listen to Reflect Confirm/clarify
    understanding of
    Provide information candidates answers
    Create
    about company, team
    , and job conversational tone
    Sell the company Reduce candidates
    Help candidates anxiety
    assess the job
    opportunity

    Tell Ask

    Gather Information
    Begin to understand the candidates
    point of view
    Elicit self-assessment
    Demonstrate your interest in the
    persons message
    INTERVIEW STRUCTURE

    OPENING BODY CLOSE

    Greet the Gather behavioural Clarify next


    candidate evidence steps
    Establish Describe the Thank
    rapport position candidate for
    Give agenda Answer Questions time and
    Sell as appropriate interest.
    TIMING
    % Time Minutes**

    Opening 5% 3

    Gathering Information 70% 42

    Sharing Information 10% 6

    Candidates Question 10% 6

    Closing 5% 3

    ** The above time estimates are based on a 60-minutes interview


    CLOSING

    Thank candidate for his/her time


    If No Indicate will notify if 2nd interview is needed

    Thank Candidate for his/her time


    If May be Express interest without commitment
    Tell candidate when you will be in touch

    Thank Candidate for his/her time


    Inform candidate of your high interest level
    If Probable Do not make on-the-spot- offer
    Inform candidate of selection timeline
    MISTAKES TO BE AVOIDED
    WHILE EVALUATION
    Halo effect influence of specific raters quality
    Stereotyping tendency to generalize across
    groups
    Similar-to-Me effect resemble to themselves
    Contrast Effect comparison with other
    individual
    First Impression Initial positive or negative
    judgment
    Leniency Error high rating to all

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