Everything you need to know about the process and steps of a job interview. An interview is a face-to-face interaction between an employer and a potential employee.
The employer evaluates the candidate on the basis of this conversation to determine his suitability for the position applied.
Although application blanks and selection tests produce evidence of a candidate’s abilities, an interview is required to further supplement this data with more detailed information about personal characteristics and experience which can be obtained only in a face-to-face meeting.
Interview is not a single step, it is a process consisting of several steps. The steps are:- 1. Preparation for Interview 2. Conducting the Interview 3. Evaluation of Results 4. Concluding the Interview 5. Final Selection 6. Medical Examination 7. Placement 8. Orientation.
An interview is a selection procedure designed to predict future job performance on the basis of applicant’s oral responses to oral inquires. The main aim of the selection interview is to assess information about a candidate which will enable a valid prediction of his future job performance.
Job Interview Process – A Step by Step Guide
Process of Interview – Major Steps of Interview Process
An interview is a face-to-face interaction between an employer and a potential employee. The employer evaluates the candidate on the basis of this conversation to determine his suitability for the position applied.
Although application blanks and selection tests produce evidence of a candidate’s abilities, an interview is required to further supplement this data with more detailed information about personal characteristics and experience which can be obtained only in a face-to-face meeting.
An interview is a selection procedure designed to predict future job performance on the basis of applicant’s oral responses to oral inquires. The main aim of the selection interview is to assess information about a candidate which will enable a valid prediction of his future job performance.
The interview makes three unique contributions to the selection process.
First, it is the only way to see an applicant in action how he looks like, his manners, his behaviour.
Second, it is the only way to witness how he interacts and how he responds, his way of thinking, how his personality will affect others.
Third, it is the best way to learn about a candidate’s performance-motivation, initiative, stability, perseverance, work habits and judgements.
The major steps of interview process are grouped into four categories as discussed below:
Process # 1. Preparation for Interview:
Advance preparation is the first step and it focuses its coverage on the vital aspects and it helps the interviewer to remember and absorb many impressions and facts.
The following preparations have to be made by the organization before starting an interview:
(i) Choosing the appropriate types of interviews based on job requirements and the nature of the interviews.
(ii) Identifying the knowledge, skill areas to be examined through interviews based on job requirements.
(iii) To determine the type and number of interviewers.
(iv) Reviewing of the information collected in advance through other selection methods, finding out the validity of those methods, the scores obtained, etc.
(v) Deciding upon the administrative arrangements.
(vi) Finalizing the physical setting including time which would be convenient to interviewees and interviewers.
(vii) Determining the coverage of the interview.
(viii) Finding out the conditions under which the interview technique is effective.
Process # 2. Conducting the Interview:
Conducting the interview effectively is a quite difficult task and this is the reason why most of the line managers avoid this task.
The various sub activities to conducting the interview are as under:
(i) To Open the Interview:
The interviewer opens the interview with conscious effort and with conductive voice, speech and appearance during the first few minutes of the interview. This helps the interviewer to establish a rapport with and attain the confidence of the interviewee.
(ii) To Guide the Interview:
The interviewer has to guide the interview tactfully his aim is twofold first not to cause much psychological inconvenience to the interviewee second to get complete and reliable information.
(iii) To Record of Observations and Impressions:
The interviewer has to record his observations and impressions in the course of interview with a view to managing the information system for evaluating the candidate’s suitability at the later stage.
(iv) To Get Complete and Accurate Information:
The interviewer should get full information relating to skill, knowledge, aptitude, attitude, traits of the candidate. The best way of getting full information is by structured interview.
Process # 3. Closing the Interview:
Closing of interview is the next step. The interviewer may show some signs of the close of the interview to the interviewee at an appropriate time. Interview results should be evaluated after closing the interview.
Process # 4. Evaluation of Interview Results:
The final step of interview process is to evaluate interview results. The interviewer/the board of interviewers make the evaluation of the candidate’s strengths and weaknesses against the job and organisational requirements. The evaluation is generally based on the observations, impressions and information collected dining the course of interview.
However, the final decision about the suitability of candidate to the job is made on the basis of the results of all selection techniques. But the interview results influence the selection decision much more than any other technique.
The evaluation may be in any of the forms descriptive form or grading form or rating form. The task of interviewer is exhaustive and exhausting. He has to strike a fine balance between the job requirements and employee values skills, knowledge etc.
Process of Interview – Sequential Steps of Interview
Interview involves the following sequence of steps:
Step # 1. Preparation for the Interview:
Advance preparation is essential for a successful interview. It will enable the interviewer to cover all important aspects and to remember the necessary points.
The points to be remembered as follows:
(i) Determining the objectives of the interview.
(ii) Selecting the appropriate type of interview to be used.
(iii) Selecting the right interviewers.
(iv) Selecting the candidates to be interviewed by checking their applications and test scores.
(v) Finalising the interview assessment forms.
Step # 2. The Physical Setting:
The place of interview should be both private and comfortable. It should be free from noise and interruptions. The candidates should be properly received and should be guided into the interview room. The interview should start at the fixed time and the candidates should not be required to wait unnecessary.
Step # 3. Conducting the Interview:
This step is the main step of the interview process.
The activities are:
(i) Establishing rapport with the candidate and gaining his confidence Interview will help to put the candidate physically and mentally at ease by giving him smile and offering seat to the candidate etc.
(ii) Getting complete and accurate information by asking open end questions in clear, understandable language to candidate and listen him attentively and patiently.
(iii) Recording the observations and impressions of the candidate on the interview assessment forms.
Step # 4. Clearing the Interview:
At the end of the interview, the chairman of the interview board should conclude the interview by thanking the candidate for giving more information about himself.
Step # 5. Evaluation of Results:
The evaluation is based on the observations, impression and in information collected during the interview. But weightage should be given to the information collected through application form, tests and other steps. The evaluation may be done either by assigning grades or by allocating marks. After the interview, a list of selected candidates is prepared.
Process of Interview – 5 Main Steps for Organizing a Successful Interview
Organizing successful interview as a method of selecting candidates requires considerable planning which involves the various steps.
Step # 1. Preparation for Interview:
Before conducting interview, it is essential to make preparation to ensure that interview is conducted properly. The preparation is required because of two reasons. First, since the interview is generally too short to cover all the items that should be included in it, an advance preparation enables the interviewers to plan how to cover all the items in too short period of time that the interview provides.
Second, before conducting the interview, interviewers need certain proforma and information which make their job easier.
Pre-interview preparation is required in relation to the following items:
1. Defining objectives of interview.
2. Determining methods of interview.
3. Determining number of interviewers.
4. Preparing brief resume of candidates.
5. Working out administrative details.
1. Defining Objectives of Interview:
The interview aims at soliciting maximum possible information about candidates on the basis of which selection decision may be made. Besides, it is also used to promote good image of the organization.
Though what type of information to be sought through interview may differ for different levels of positions, usually, information is sought on the following items:
i. Personal characteristics of a candidate such as physical features, personality, self- confidence, values, level of motivation etc.
ii. Technical competence relevant for the job.
iii. Initiative, common sense, and approach to work.
iv. Ability and motivation to learn.
v. Capacity and attitudes to work as a team member.
vi. Potential for growth.
2. Determining Methods of Interview:
Before the commencement of interview, it is desirable to decide the methods through which interview will be conducted. We have seen earlier that there are different methods for conducting interview — structured, unstructured, depth, and stress. Each of these contributes in different ways. Therefore, the method should be decided before hand and the interviewers should be informed accordingly.
3. Determining Number of Interviewers:
The organization should decide the number of interviewers who will be involved in the process. Whether a single person will conduct interview on one-to-one basis or there will be a panel of interviewers. If interview is to be conducted by a panel, the number of interviewers should be decided.
Generally, for lower positions, lesser number of interviewers is required and as the level of position goes up, a higher number of interviewers is required. After determining the number of interviewers, next step comes to determine the persons who will act as interviewers.
Generally, the persons acting as interviewers must be from the relevant areas in which the job falls, and a psychologist, may be from HR department. If need be, experts from outside the organization may also be involved. These persons must have qualities required for conducting interview successfully which will be discussed little later.
4. Preparing Brief Resume of Candidates:
Since each interviewer should know specific details about the candidates so that the questions are directed to these, a brief resume of all candidates to be interviewed should be prepared. Such a resume may be prepared on the basis of the information provided in the application form. This information may be supplemented, if need be, from other sources such as present employer, if any, referees, and educational institutions where the candidate has studied.
5. Working Out Administrative Details:
Administrative details should be worked out in such a way that these facilitate conducting of interview. Such details may be in the form of determining persons to make arrangement for seating of candidates, providing them relevant information about the modality of the interview, calling them for interview, etc.
Step # 2. Physical Setting:
Physical setting at the venue of interview is required to provide comfort to both interviewers and interviewees. The interview venue should be separate from office, may be rooms constructed for the purpose, or may be used for other purposes but kept vacant on the days of interview.
These rooms must be free from noise, phone call interruption, and other disturbances. The rooms must have comfortable physical facilities like ventilation, light, adequate number of tables and chairs, etc. The interview room must be at a reasonable distance from the room in which the candidates remain seated during their waiting period so that they are not able to hear conversation taking place inside the interview room.
The seating room may also be well furnished with adequate number of journals and periodicals relating to the job for which the candidates are being interviewed. While setting the physical facilities, it must be remembered that an interview is a technique for building good image of the organization. Therefore, these facilities must match with the image which the organization wishes to convey.
Step # 3. Conducting Interview:
This is the most crucial phase of the interview process. Conducting an interview involves three elements — establishing rapport with the candidate, soliciting information about the candidate through questions and discussion, and recording information accurately.
1. Establishing Rapport:
Before the questions are asked and discussion proceeds, it is essential that rapport is developed between the interviewers and the interviewee. Rapport between them is essential to create good atmosphere at the interview place and to make the interviewee at ease so that he can express himself fully.
For developing rapport, the chairman of the interview panel should briefly narrate the interviewee the information contained in his resume. The initial questions and discussion should be of general nature to allow the interviewee to get a feel of the interview atmosphere.
2. Soliciting Information:
After developing the rapport, some serious questions may start emerging. These questions must be relevant in the light of the objectives of the interview. Since various questions and discussion take place in the context of these objectives and these may differ from job to job, some common questions that are relevant for getting information about the candidate are as follows-
(i) Describe your strengths and weaknesses.
(ii) Where do you want to be 5 years from now?
(iii) Why should I hire you?
(iv) If you could have any job or position you wanted, what would you do?
(v) What do people most often criticize you for?
(vi) What was your last boss like?
(vii) Describe your ideal boss.
(viii) What would you do if the organizational policies do not meet your life values?
3. Recording Information:
In order to make an accurate evaluation of the candidate, it is essential that major information revealed by the candidate is jotted down. Besides giving accurate information about the candidate, this process also creates an impression in the mind of the candidate that the interviewers are quite serious about him and what he is saying is important.
Step # 4. Closing Interview:
Closing of interview is as important as its beginning. Starting of interview creates initial impression but the closing of interview creates final impression of the candidate about the whole interview process. It is better to close the interview by asking the candidate whether he would like to say something or know more about the organization. At the end, the chairman of the interview panel should thank the candidate for attending the interview.
Step # 5. Finalizing Evaluation:
After the interview of a candidate is over, the interviewers should finalize the evaluation of the candidate either by assigning marks or grades as the case may be. It must be done immediately because any interruption in between may affect this process adversely. After the interview of all the candidates is over, the panel may have final decision about the candidates. This decision may depend on the authority assigned to the panel and the role of the interview in the entire selection process.
Therefore, the finalization of evaluation of all the candidates taken together may emerge in the following forms:
1. Selecting the appropriate number of candidates and communicating them the decisions arrived at.
2. Recommending the names of appropriate candidates to the competent authority for final selection or approval.
3. Awarding marks or grades to each candidate on the basis of consensus arrived at among interviewers.
4. Awarding marks or grades by each individual interviewer for further processing.
Process of Interview – 9 Step Process Adopted for Conducting an Interview
The following procedure may be adopted for an interview:
Process # 1. Review of Background Information:
The interviewer has to collect the information regarding the applicant’s bio-data and the job for which he has applied. This process is known as review of background information.
Process # 2. Preparation of Questions:
The interviewer has to prepare the questions in the area in which the applicant is interested. The question is presented by the interviewer in an understandable way. The answers are received from the applicant one by one. The next question is raised only after getting a full answer to the first question. The sub-questions may be raised by the interviewer during the interview, if the need arises.
Process # 3. Putting the Applicant at Ease:
There is a mental and emotional strain to the applicants. These may be removed by the interviewer. These are possible through proper understanding of applicants and sympathy with the applicants by the interviewer during the interview.
Outsiders except interviewers and applicants are not allowed to be present in the interview room. All the necessary facilities and comforts are arranged by the management in order to put the applicant at ease. Some mannerisms like causing interruptions through raising number of sub-questions unnecessarily or raising eye-brows or any odd behaviour frequently are avoided by the interviewer.
Process # 4. Drawing out the Best Applicant:
Some set of questions are not asked in an interview. So, it is a very difficult task to draw the best applicant out of the interview performance. The interviewer has to follow acceptable norms to select an applicant for appointment. But, the norms should be correct and they should provide a basis to select a suitable person.
Process # 5. Concluding the Interview:
The applicant leaves the room after the interview is over. The interviewer immediately assesses the applicant’s performance in the interview. Some interviewers take notes during the interview. These notes may be used to assess the applicant. The next applicant is called for an interview after the process is over.
Process # 6. Final Selection:
Finally, a suitable applicant is selected on the basis of performance in the above mentioned test and interview. Only the required numbers of applicants are selected by the management. The competent authority has to approve the selection of the applicants.
In the case of big organisations, a separate department known as personnel department is in charge of selection. The personnel department manager selects the applicant and approves it. The appointment order will be sent to the applicant without delay. Normally, the applicants are selected provisionally.
Process # 7. Medical Examination:
It is otherwise called physical examination. This is carried out for the purpose of assessing physical fitness of the prospective employee. Many organisations do not follow the process of medical examination. The reason is that there is no need for medical examination in certain jobs.
Medical certificate is received from the doctor after the medical examination is over. This certificate is attached to the joining report of the new employee. Some applicants may be educationally qualified for the job but physically unfit for the job. For certain jobs, minimum physical fitness is required according to the nature of the job.
Process # 8. Placement:
The applicants are placed on a probation basis only after completing all the formalities. The probation period may vary from one job to another job according to the nature of the job. The maximum probation period for any job is two years. It may be extended to three years in extraordinary circumstances. The new employees are observed keenly over the probation period. These new employees are regularised on the completion of the probation period successfully.
Process # 9. Orientation:
Orientation refers to providing the information regarding the organisation briefly to new employees. The term information includes co-workers of new employees, superior, subordinates, location of work place, duties, authorities, responsibilities, and the overall administration of the organisation.
The orientation programme is carried out through lectures or films. The new employees are taken round the offices and plant and they are introduced to the existing employees. Printed literature may also be used to the orientation programme. The orientation programmer helps the new employee to acquire a knowledge of the organisation functioning without any delay. It facilitates the effective performance of a job by the new employee.
Process of Interview – Complete Interview Procedure: From Preparation for the Interview to the Evaluation of the Results
Interview is not a single step. It is a process consisting of several steps.
The major steps are grouped into four categories:
1. Preparation for the Interview:
Advance preparation for interview is essential as it permits focusing its coverage on the vital aspects and it helps the interviewer to remember and absorb many impressions and facts.
The following preparations have to be made by the organisation before starting an interview:
(i) Choose the appropriate types of interviews based on job requirements and the nature of the interviews.
(ii) Identify the knowledge, skill areas to be examined through interviews based on job requirements.
(iii) Determine the type and number of interviewers: Interviewers should be selected based on personal characteristics, technical competence, initiative, common sense, general smartness, ability to inspire confidence, capacity to work in a team and potential for growth.
Interviewers may be drawn from personnel specialists, line managers concerned, experts in the discipline concerned, from academicians, practitioners and psychologists.
Use of Psychologists:
A number of research studies and observations regarding the effectiveness of psychologist conclude that:
a. There is a wide variation in the abilities of psychologists as in case of other specialists.
b. The psychologist would be a competent interviewer if he has got knowledge of job requirements and organisational interests.
c. Psychologists’ ability as an interviewer is probably higher than non-psychologists, if they are qualified, experienced and trained.
d. Psychologist would act as an additional source of information rather than a deciding factor.
2. Conducting the Interview:
The next major step in the interview process is conducting the interview. To conduct the interview effectively is difficult and hence most of the line managers avoid this task.
The interviewers should take much care in the process of conducting interview in view of the scope for committing mistakes at various levels. Adequate information from the candidate can be obtained by listening to and observing, rather than talking too much.
(i) Open the interview – The interviewer has to open the interview with a conscious effort and with conducive voice, speech and appearance during the first few minutes of the interview. This helps the interviewer to establish a rapport with and gain the confidence of the interviewee.
(ii) Get complete and accurate information – The interviewer should get full information relating to skill, knowledge, aptitude, attitude, traits of the candidate. The best way of getting full information is by structured interview.
(iii) Recording of observations and impressions – The interviewer has to record his observations and impressions in the course of interview with a view to manage the information system for evaluating the candidate’s suitability at the later stage.
(iv) Guide the interview – Guiding the interview is essential as-
a. To have sufficient discussion (not too much or too less) on a topic;
b. To lead the applicant tactfully and surely towards the interview goals;
c. Some applicants are talkative and some are intelligent in giving information which they know and in avoiding other areas;
d. Applicant sometimes is reticent.
The interviewer has to guide the interview tactfully without causing much psychological inconvenience to the interviewee while aiming at getting complete and reliable information.
The next major step of the interview is to check the success of the interviewer in conducting the interview.
(v) Check the Success of the Interviewer:
The success of the interviewer in conducting the interview can be checked through the following items:
i. Making favourable impression on the candidate at the beginning of the interview;
ii. Refraining from making judgement at the beginning;
iii. Closing the interview pleasantly with an indication.
3. Closing the Interview:
Closing of interview is as important as its commencement and it should end pleasantly. The interviewer may show some signs of the close of the interview at an appropriate time. Interview results should be evaluated after closing the interview.
4. Evaluation of Interview Results:
The interviewer/the board of interviewers evaluate(s) the candidates’ strengths and weaknesses against the job and organisational requirements. The evaluation is generally based on the observations, impressions and information collected during the course of interview.
However, the final decision about the suitability of candidate to the job is made on the basis of the results of all selection techniques. But the interview results influence the selection decision much more than any other technique. The evaluation may be in descriptive form or grading form or rating form. The interviewer has to strike a fine balance between the job requirements and employee values, skills, knowledge, etc.
In view of the errors in evaluation, the interviewer has to write explanation of rating on each factor which clarifies his thinking and enables discussion among the interviewers. The interviewer should also take into consideration the equation record, physical attributes, attitudes, sociability and social intelligence, flexibility in behaviour, tact, manners, temperament, dependability, self-confidence of the candidate with a view to minimise errors in evaluations and to evaluate the candidate effectively, in general.
Process of Interview – Typical Sequence of the Interview Process: Preparation, Setting, Conduct of Interview, Close of Interview and Evaluation
A successful interview of a candidate is a specialized technique which requires a thorough grounding in the art of conducting interviews.
The typical sequence of functions that occur in the course of an interview are:
1. Preparation;
2. Setting;
3. Conduct of interview;
4. Close of interview; and
5. Evaluation.
Process # 1. Preparation for the Interview:
Advance preparation by the interviewer is basic to the success of an interview for two important reasons. First, as the interview is generally too short to cover all the items that should be included in it, an advance preparation for it will enable an interviewer to cover all important aspects.
Second, an advance preparation is necessary for the interviewer if he wants to remember the facts and the main points which he wants to cover in the interview. A number of decisions have to be taken and arrangements have to be made before the interview begins.
These include:
(a) The determination of the specific objective of an interview;
(b) The choosing of an appropriate method of accomplishing the interview objectives;
(c) Acquainting oneself with the known information about the interview so that factors needing emphasis may be predetermined;
(d) Determining the number of interviewers;
(e) Looking into the administration details, such as the place of interview, its approximate duration, and other arrangements.
(a) Determination of Objectives:
According to the American Management Association, the main objectives of interviews are:
1. To afford the interviewer an opportunity to judge an applicant’s qualifications;
2. To give the applicant the essential facts about the job and the company;
3. To establish a rapport — a feeling of mutual understanding and confidence — between the personnel department and the applicant;
4. To promote goodwill towards the company, whether the interview culminates in employment or not.
In an interview, adequate information can be had in six broad areas:
1. Personnel characteristics, such as physical appearance, health, ability to organise thoughts, dress, poise and grooming, self-confidence, alertness, the standard and style of conversation, facial expressions, manners and general working habits. In an interview, it can be found out how an applicant deports himself, whether he is outgoing, an extroverted, or a well-adjusted person or whether he is very shy, introverted, and unresponsive.
2. Technical competency — information about the examinations he has passed, the grades, divisions obtained, awards and honours won, extracurricular activities. An interview provides an opportunity for a further exploration- Why did the applicant choose a particular school or college? What did he do during the vacations? Which of the extracurricular activities or hobbies gave him most satisfaction? Do his academic results reflect his ability correctly?
3. Initiative, common sense and a general smartness.
4. Ability to inspire confidence by sustained effort — without supervision. This can be known at an interview — the extent of the skill or stature of the interviewee, the relevance of such skill to the post under consideration, the level attained in regard to good judgement, decision-making ability, capacity for sustained hard work, and his originality and initiative in work.
These facts may be gathered by putting questions in regard to the jobs previously held, any special features which he likes or dislikes and why, his reasons for changing the job, his most notable achievement, the circumstances in which the existing job was secured and the kind of boss the applicant would like to work for.
5. Capacity to work in a team. This can be gathered by knowing about the activities in which the applicant adjusted himself, his leisure-time activities, his hobbies, family circumstances and community interests, his relationship with other members of the family, the kind of persons who are his friends and the kind of people he would keep away from, his use of leisure time, the extent and nature of his general reading, the games and sports he has played and the nature and extent of his interests in these.
6. Potential for growth- By skilful questioning, the interviewer can find out something about the long-range aspirations of the applicant, whether he is merely after money or has definite career goals; whether he is a drifter or one who would exploit every possible chance to develop his potential to the maximum.
The probing areas to be covered may be extended to his reasons for applying for the particular job, his expectations about the job, the expected salary, his plans for realising his expectations, his strong and weak points, etc.
(b) Determination of the Method to be Used:
It has to be decided beforehand which interview technique will be used while interviewing an applicant.
It may be the patterned interview method, which is highly accurate, precise and well-directed; or stress interview method, under which the applicant is placed in a position of stress in various ways; or the discussion interview method, or the background information interview method, which consists of putting a number of questions bearing on the interviewee’s experience of the job, his education, health, interests, likes and dislikes, and his activities; or the discussion interview method, which is neither systematic nor comprehensive, in which no set questions are asked and in which the emphasis is on an analysis of expressions, not facts; group performance interview method, in which the entire group is interviewed at one and the same time, and the applicants interact more with one another than with the interviewer.
The topic for discussion is given to the group and the individual applicants are keenly observed with a view to determining how they initiate or lead and close a discussion.
(c) Acquainting Oneself About the Applicant:
The interviewer should equip himself with as much information as possible about the interviewee. The necessary information may be gathered from the application blank; or verified from the applicant’s former employers or from the school or institutions he attended; from referees; records and documents; certificates and testimonials; from the results of tests, etc.
Prior information on various issues will make it possible for the interviewer to guard himself against any prejudices arising out of caste, religion or previous experience.
(d) Determining the Number of Interviewers:
Generally, a minimum of two interviewers may talk to candidates for a lower level position, while for a higher post as many as eight or even more may be entrusted with the task. In the latter case, persons of different ages and representing different educational background, interests, and field experience may be chosen to hold a multiple interview.
Two basic methods may be employed for it — either a panel may jointly interview each applicant or individuals may speak to the applicant one after the other. It is always better that several interviewers should interview a candidate consecutively rather than simultaneously.
However, some experts are of the view that simultaneous interviewing is more desirable for it gives an opportunity to the interviewers to observe the candidate’s responses to a group situation. Moreover, this method enables one interviewer to watch while the other is asking the questions.
If there are, say, three interviewers, one may ask questions on the family and educational background, another may engage the applicant in a general discussion, while the third may test his job knowledge.
In an interview committee, usually there is a Chairman and the Personnel executive, the Department head, one or more subject experts, even a psychologist, and one or more other persons, if so desired by the Selection Committee.
Process # 2. The Physical Setting:
The place of interview should be carefully chosen, i.e., the physical setting should be both private and comfortable. In other words, the place of interview should have cross-ventilation and proper lighting arrangements with cooling and heating devices. Such a room is generally at the back of the office building where there would be no disturbance, interruptions or frequent telephone calls or noises outside the room.
Properly arranged seating accommodation should also be available. The room should generally have two doors — one to be used as entry and the other as an exit. The candidates should be well-received by the receptionist, who is generally a member of the personnel department, and led into the room.
Nearby, there should be privy and drinking water facilities, and the room should preferably be furnished with sofas and easy chairs. A few magazines and daily newspapers and other reading material should be placed.
The sitting room is generally kept apart from the place where the actual interviews are held so that the conversation between the interviewer and the interviewee is not overheard by other prospective candidates.
Proper arrangements for receptions and seating give an impression to the interviewee that he is an important person to whom the interviewer will devote unlimited attention. From this point of view, the treatment of the applicant before he meets the interviewer is very important.
Dingy surroundings, lack of seating accommodation and privacy, a display of poor manners by the receptionist, the delay in starting the interview at the appointed time — all these produce an unhappy effect on the applicant. It should be remembered that first impressions can never be wiped off; they may make or mar the reputation of an organisation, its executives and interviewers.
The climate of the interview should be such gives the candidate an impression that a certain amount of preparation has been made “in his honour” and that the interviewers do not treat the interview as an interruption of their normal work, and which they would like to get over with as quickly as possible.
There should be as little delay as possible in starting the interview, and it would be an excellent thing if a cup of tea or coffee, is offered to the candidate while he is waiting.
The time set for interviewers should be strictly adhered to. If a large number of people are to be interviewed for a number of identical jobs, the interviews should be so staggered that they are not required to report at 9.00 am or 9.30 am in a body. This is just managerial laziness and incompetence that such a large number of candidates are summoned unnecessarily all together and they get bored or remain tense for hours.
The usual practice should be to interview 25 to 30 candidates in a day; and these may be called in two batches, one in the forenoon and the other in the afternoon. There are no set time limits but how long an interview will last will depend upon several factors like the type of position, the number of applicants, the importance attached by the company to interview as a selection device and the personality of the interviewer.
Some interviews for high positions may last for an hour or so; while for others they may take 20 to 30 minutes. It is to be noted that the value of interview is not so much dependent upon the time spent but the skills of the interviewer to obtain all necessary information in the shortest possible time without embarrassing the applicant in any way.
Process # 3. Conduct of the Interview:
This activity is usually aimed at establishing rapport with the candidate, getting a complete and accurate information from him and recording it properly.
(a) Establishing Rapport:
A job interview can be a trying experience for the applicant. The interviewer should gain the confidence of the candidate at the very beginning by establishing rapport with him — cheerful initial conversation about something which interests the candidate and bearing on his name, his family history, hobbies, interests, achievements; or talk on general or current topics may help to “break the ice” and establish a friendly relationship.
Even a genuine smile on the interviewer’s face or an offer of a cigarette or a cup of tea and exchange of pleasantries. “Please take your seat and relax and tell us about yourself so that we may get acquainted” — this would serve the purpose. Without realising it, the applicant will be both physically and mentally less tense than he was before and will talk freely.
To begin with, the interview should proceed not on the lines of a cross-examination but in the form of a conversation so that the two may get to know each other, with the specific underlying purpose of getting information in certain areas. Sufficient time should be allowed to enable the candidate to reveal the facts necessary for a fair assessment of him.
(b) Getting Complete and Accurate Information:
Getting complete and accurate information from the applicant is in art which calls for experience, skill and technique on the part of the interviewer. The purpose is to know in depth the personality of the man to be hired and to evaluate his suitability for the post.
For this purpose, the interviewer should see to it that, during the interview, he does not allow his own sense of values, feelings and prejudices to influence unduly the course of the conversation.
In the words of a philosopher, J. Krishnamurti, “the trick is to observe the observer.” In other words, “the interviewer splits himself into two distinct persons, the outer man physically present and conversing with the applicant, and the inner man consciously watching behind a sort of one-way glass of his own perpetual screen and listening instantly to what is being said and done.”
The interviewer should use the language which is clear to the applicant. He should frame skilful questions.
Some general rules may be observed in questioning such as:
I. Leading questions should be avoided as well as those that reveal the interviewer’s bias and prejudices. “Closed end” questions, which call for “Yes” and “No” should not be asked, for they offer little scope to the candidate to expand his answers and give more information.
Moreover, they not only limit the conversation but definitely tend to make him tense and anxious about the next question. Therefore, preference should be given to open-end questions. These not only start the conversation and keep it going, but also afford an adequate opportunity to the candidate to answer the questions fully.
II. In between these two types of questions, there is variety of ways in which sensitive points can be probed. When one interviewer asks a particular question, which leads to some conversation in depth, another may make a note of the other points which strike him and ask clarifying questions later — such other points being based on the earlier answers, statements and responses of the candidate.
III. The interviewers should not “hog” the conversation. They should have talent, experience, natural dexterity and a genuinely sympathetic attitude so that they may draw out the applicant, who may have a considerable potential but who may be shy and reserved in the beginning.
Therefore, to begin with, ‘probing’ questions may be asked to find out on which topics, the applicant is interested and on which he is on defensive. Then the topics which interest the applicant may be picked up first, but not ignoring those topics in which he has shown reluctance because they may reveal some substantial information.
IV. Highly personal questions should be omitted until one is sure that rapport has been fully established.
A typical aspect of the technique of interviewing is to present a hypothetical situation based fairly and accurately on the circumstances which the candidate is likely to face in the normal course of his job and let him think aloud on the various aspects of the problem and how he would solve it.
The way in which he understands and grasps the hypothetical situation, clarifies his replies, perceives the implications of the problem, analyses the various possible approaches and finally comes to a conclusion, whether the conclusion be right or wrong — all these reveal a great deal of the inner personality of the candidate and help the interviewers to assess him for the post.
To get answers from the candidate, the interviewer may apply several devices. He may ask questions on different subjects at the beginning to determine which is the most provocative in getting the answer; he may repeat parts of the key sentences of an answer in a questioning tone to indicate that he wants elaboration; he may ask one question at a time; he may clarify the question without indicating what he thinks the correct answer is; he may ask a wrong question with a view to testing the common sense of the candidate; he may not ask highly personal questions until rapport has been established; he may not bring the applicant back to the point on which he disagrees; and he may use the language which is appropriate for the candidate.
(c) Recording of Impressions:
In order to make an accurate review and evaluation of the candidate following the interview, it is necessary that “notes,” “observations” and “records” of the interviewers’ impressions are briefly written down. This needs to be done for two reasons- One, it indicates to the candidate that the interviewer is interested in what he is saying and, therefore, he may continue to talk freely.
Two complete information is available at the end of the interview to arrive at a final judgement. Brief notes are taken down of the correctness or otherwise of his answers, the way in which he behaves during the interview (frankness or nervousness), and the overall general impression he creates on the interviewer.
Process # 4. Close of the Interview:
The close of the interview is as important as its beginning. Because it is a trying situation for the candidate. It should end with the same pleasantness with which it began without creating any awkward or embarrassing situation for the interview.
The interview should not normally end without the candidate being finally asked whether he himself would like to say anything on any point concerning the job and the interview. It should be closed diplomatically so that the interviewee may feel satisfied that he was given a full hearing.
The close of the interview may be indicated by some overt sign, such as laying down of the pen by the Chairman, or pushing back of his chair or standing up by him or by saying to the candidate, “Thanks, that will be all.” Courtesy demands that the candidate should be given some indication of whether he has been accepted or not.
Desirable applicants are generally told when they are likely to hear further about their acceptability and arrangements for medical examination, etc. Those who are certain to be rejected are told that they will be informed in due course of time, when “letters of regret” may be sent to them. This is done to avoid unpleasantness or frustration on the part of the candidate.
Process # 5. Final Evaluation of the Candidate:
After the interviews are over, the interviewers are required to evaluate a candidate’s suitability for the job. For his purpose, his strength and weaknesses are critically balanced. The information collected during the interview needs an overall synthesis on an intensive deductive basis which is the real significance of the interview.
This is so because “neither statistical influence nor computed technology can replace the intensive deductive synthesis that occurs when one human being judges another. Moreover, such important job factors as appearance and poise can be described and appraised only by the cognitive faculties of the perceptive human mind.”
Weightage is also given to test experience, habits, behaviour and attitudes, and the facts which come to the notice of the interviewers. From these facts, it should be possible to know what he has done in the past and thereby gauge fairly and accurately what he is likely to do or not to do in future.
The evaluation may be done either by giving grades ranging from A to E by allocating marks. A may indicate excellent or outstanding B very good, C good, D average, and E marginal/poor or below average. B may be given to indicate that he may be considered while reaching a final decision.
In the latter system, predetermined marks are allocated for requisite qualifications, division obtained at different levels, past experience and training received by the candidate. The marks are added and the position of the candidate determined.
The list of selected candidates may be prepared either in a descending order or alphabetically as may be decided by the interview committee.