Job Interviews

JOB INTERVIEWS&nbsp&nbsp 9

JobInterviews

&nbsp&nbsp Author

Abstract

Theaim of this discussion paper was to analyze the different type of jobinterviews, questions, appearance and strategic tips employed bydifferent firms and candidates in the process of recruitment. Afteran analysis of recruitment process used in different organizations,it is evident that, different type of interviews, questions andstrategies are used during interviews. Interviews are eitherstructured or unstructured, while interview questions ranges frompsychometric, behavioral, experiential or education qualificationquestion. Candidates’ appearance is an essential factor in gaugingtheir suitability for the job. As such, job applicants need toprepare well for interviews, look presentable, confidence and exhibita charming personality.

Differentorganizations and jobs require a different type of interviews,questions, appearance and strategic tips applied in the selection ofcandidates. In the same line, interviews in small organizations tendbe less structured and less formal compared to large organizations.The advent of technology in the modern society have led to someorganizations deploying technology use of internet and electronicdevices to conduct virtual interviews (Morgeson,Reider &amp Campion, 2005).These interviews may be structured or unstructured in form. Inaddition, different interviews ask different questions related tobehavioral, experiential, situational, psychometric or generalinformation questions. The way candidates appear or presentthemselves to the interviewing personnel is an essential aspect thatdetermines their suitability. Although the goal of the recruitmentprocess is to attract, select and recruit the right candidates,interviews involve different types of interviews, questions,appearance and strategic tips depending on the job nature and theorganization culture.

Typesof and questions

Inmost recruitment practices, interviews are widely used mechanisms ofengaging the prospective candidates in dialogue to ascertain theirsuitability of the job listed. According to human resourcepractitioners, there exist numerous types of job interviews however,the two commonly used are the unstructured interviews and thestructured interviews (Huffcutt,2011).Researchers observe that, structured interviews are better comparedto unstructured interviews they are more efficient in ascertainingif a particular candidate would make a better candidate or not.Likewise, different types of questions are used in different jobs andfor different individuals more experienced candidate will be askedmore work relate questions than a fresh graduate (Dipboye,Macan &amp Shahani-Denning, 2012).

However,just like the different types of interviews, questions asked ininterview sessions could be structured or unstructured structuredquestions require particular and specific responses whileunstructured questions are aimed at eliciting a free flowingconversation. Other types of job interviews involve case interviews,panel interviews, stress interviews, technical interviews, video andtelephone interviews.

Inthe same cue, different questions are set to derive particularinformation some questions will assess the general trait of theindividual, experience, education and general motivation towards thejob (Morgeson,Reider &amp Campion, 2005).In general, most interview questions fall under the category ofstructured, behavioral, experiential, situational, psychometric orgeneral information questions. However, despite the different set ofinterview questions used in different contexts and for differentpersonalities, the goal is to assess the capacity and suitability ofthe candidate for the job (Local Government Institute,2010).

Intervieweestrategy tips and appearance

Inmost interview evaluations, to a large extent the performance of acandidate is assessed on the basis of their appearance applicants’behavior when responding to interview questions. Most panels assessthree major skills from the candidate, and these are interpersonalpresentation, social effectiveness and personal factors(Huffcutt, 2011).

Underthe social effectiveness, the interviewers are interested inassessing the candidates’ social skills, impression management,relational skills and self-monitoring skills (DeGroot&amp Motowidlo, 1999).Interviewees are also assessed on interpersonal skills in relation totheir non-verbal traits and verbal expression. As such, theinterviewees’ general appearance is critical interviewees shouldlook presentable, show a motivated interest, express they well andexhibit a professional composure while answering the interviewquestions(Dipboye et al. 2012).

Non-verbalelements of the interviewee are very essential in this caseinterviewee should strive to improve their vocal and visual cues. Inmost interview ratings, non-verbal behaviors affect the outcome ofinterviews in a great deal. It is researched that, intervieweesshould improve on their non-verbal and verbal aspects during theirperformance in interviews.

Physicalattractiveness is known to attract and influence the panel as opposedto a candidate who is unattractive (Morgesonet al. 2005).In the same way, vocal attractiveness through audible cues enhancesappealing aspects especially if the speech, loudness and variabilityare effective. As such, candidates should desist from faking as thismay increase their chances of not been considered (Fisher, 2014).Applicants who express positive verbal and non-verbal cues such asleaning forward in attention, smiling and maintaining eye contact areviewed as warmer, motivated, socially skilled, trustworthy andlikable(DeGroot &amp Motowidlo, 1999).

Conclusion

Theinterview process is an important part in the recruitment ofcandidates. There are different types of interviews and questionsused in various job categories. In most cases, structured interviewsquestions are used to assess the verbal and non-verbal cues of theapplicants. Structured questions require particular and specificresponses while unstructured questions are aimed at eliciting a freeflowing conversation. Different questions are set to deriveparticular information some questions will assess the general traitof the individual, experience, education and general motivationtowards the job. Despite the different set of interview questionsused in different contexts and for different personalities, the goalis to assess the capacity and suitability of the candidate for thejob.

Candidates’appearance in behavior when responding to interview questions shouldillustrate good interpersonal presentation, social effectiveness andpersonal traits. Interviewees should enhance their non-verbal andverbal aspects during their performance in interviews. Physical andvocal attractiveness influences the interviewing panel as andenhances appealing aspects especially if the speech, loudness andvariability are effective. Candidates should desist from faking orlying as this may increases their chances of not been considered.Therefore, effective performance in job interviews requires adequatepreparation on all aspects of the interview are essential ineliminating bad verbal and non-verbal cues that may lead to job loss.

Outline

Typeof Interviews, Questions, Appearance and Strategic Tips

  1. Types of interviews

  1. Structured interviews

  2. Unstructured interviews (Morgeson, Reider &amp Campion, 2005)

  3. Other forms of job interviews include

  1. Case interviews

  2. Panel interviews

  3. Stress interviews

  4. Technical interviews

  5. Video and telephone interviews (Huffcutt, 2011).

  1. Types of interview questions

(Couldbe Structured or unstructured questions)

  1. Technical questions

  2. Behavioral questions

  3. Psychometric questions

  4. Situational questions

  5. Education questions

  6. Experiential questions

  1. Interviews tips and strategies.

Candidatesshould be

  1. Presentable

  1. Candidate appearance in behavior when responding to interview questions should show good interpersonal presentation, social effectiveness and personal factors (Morgeson, Reider, &amp Campion, 2005).

  2. Physical attractiveness and vocal attractiveness through audible cues enhances an appealing aspect especially if the speech, loudness and variability are effective (Huffcutt, 2011).

  3. Show motivated interest when expressing themselves and exhibit a professional composure while answering interview questions.

  1. Interviewees should also enhance their non-verbal and verbal aspects during their performance in interviews.

  2. Candidates should desist from faking or lying as this may increase their chances of interview failure (Morgeson, Reider, &amp Campion, 2005).

  3. Positive verbal and non-verbal cues such as leaning forward, smiling and maintaining eye contact are viewed as warmer, motivated, socially skilled, trustworthy and likable (Dipboye, Macan &amp Shahani-Denning, 2012).

  4. Adequate preparation on all aspects of the interview is essential in reducing bad verbal and non-verbal cues that may lead to job loss (DeGroot &amp Motowidlo, 1999).

References

Fisher,F (2011). ‘Building Ngo/Cbo Capacity throughManagingand DevelopingHumanResources,’Retrieved June 30, 2014, from,http://ww2.unhabitat.org/programmes/tcbb/documents/Human_Resourse_Part1.pdf

DeGroot,T., &amp Motowidlo, S. J. (1999). Why visual and vocal interviewcues can affect interviewers` judgments and predict job performance.Journalof Applied Psychology,84, 986–993.

Dipboye,R. L., Macan, T., &amp Shahani-Denning, C. (2012). Theselection interview from the interviewer and applicant perspectives:Can`t have one without the other. In N. Schmitt(Ed.), The Oxford handbook of personnel assessment and selection (pp.323-352). New York City: Oxford University.

Huffcutt,A. I. (2011). An empirical review of the employment interviewconstructs literature. InternationalJournal of Selection and Assessment,BlackwellPublishing Ltd, 19(1),62–81.Retrieved June 30, 2014. From,http://onlinelibrary.wiley.com/doi/10.1111/j.1468-2389.2010.00535.x

LocalGovernment Institute.(2010). Tips for successful interviewing.Retrieved June 30, 2014. From,http://www.govtjob.net/Interview%20Tips.htm

Morgeson,R. P., Reider, M. H., &amp Campion, M. A. (2005). Selectingindividual in team settings: The importance of social skills,personality characteristics, and teamwork knowledge. PersonnelPsychology,58, 583–611.Retrieved June 30, 2014. From,http://www4.ncsu.edu/~tjwhelan/Virtual_teams_SIOP09.pdf(Peer reviewed).