MODULE 4

SELECTION AND INTERVIEW STRATERGY

 An interview is essentially a structured conversation where one participant asks questions,
and the other provides answers. In common parlance, the word "interview" refers to a one-
on-one conversation between an interviewer and an interviewee.
 The interviewer asks questions to which the interviewee responds, usually providing
information. That information may be used or provided to other audiences immediately or
later. This feature is common to many types of interviews – a job interview or interview
with a witness to an event may have no other audience present at the time, but the answers
will be later provided to others in the employment or investigative process.
 An interview may also transfer information in both directions.
 Interviews usually take place face-to-face and in person but the parties may instead be
separated geographically, as in videoconferencing or telephone interviews. Interviews
almost always involve spoken conversation between two or more parties.

STRUCTURED INTERVIEW:
 A structured interview involves asking a fixed set of questions in the same format and order
to all candidates attending the interview.
 These interviews may begin just like how a traditional interview does but may focus more
on a fixed set of questions rather than specific experience-based questions.
 The responses of candidates are recorded and graded against a suitable scoring system.
Asking the same set of questions in the same order helps the recruiter collect similar
information from candidates in a uniform context and thus grade them in an unbiased
manner.
 Structured formats, as discussed above, is based purely on a predetermined set of questions
in a specific order and format. On the other hand, an unstructured interview is spontaneous
and conversational in nature. While this is a time-tested and traditional interviewing
method, it is not very useful for comparing the performance of candidates.

SEMI-STRUCTURED INTERVIEW
 A semi-structured interview combines the best of both interviewing formats.
 It uses the organised format of a structured question list to evaluate candidates equally but
also adds a human touch via a set of questions that are not predetermined.
 Most interviews conducted by companies are examples of semi-structured interviews.

INTERVIEW PHASES INTEGRATED WITHIN SELECTION PROCESS MODEL

1. HR/recruiter and hiring manager/selection committee identify candidates from all
resume and application submissions to participate in pre-screening phone interview.

Prof. Aravinda H G Dept of MBA, SVIT

 2. HR/recruiter schedules and conducts a first round of candidate pre-screening interviews
by phone.

3. HR/recruiter and hiring manager/selection committee decide which candidates will be

invited to proceed with the next round of interviews based on the extent to which they
satisfactorily answered the phone interview questions.

4. Candidates are scheduled for individual in-person interviews with the hiring
manager/selection committee, preceded by a visit to the HR department to complete a
formal job application.

5. HR/recruiter and hiring manager/selection committee decide which candidates will be

invited to proceed with the next step in the process, which may include additional
interviews and/or the administration of requisite tests and assessments.

6. Candidates are scheduled for follow-up interviews and/or testing and other selection
requirements. Subsequent to this step in the process would be a narrowing down of
candidates for the determination of a hiring decision.

KEY METHODS OFTEN INCLUDED IN STRUCTURED INTERVIEW PROCESS

A. Individual and Group In-person Interviews B. Phone interviews

C. Video interviews

1. Individual and Group In-person Interviews

In individual interviews, an interviewer talks with one user for 30 minutes to an hour.
Individual interviews allow you to probe their attitudes, beliefs, desires, and experiences to
get a deeper understanding of the users who come to your site. You can also ask them to
rate or rank choices for site content. These interviews can take place face-to-face, by phone
or video conference, or via instant messaging system.
When to Conduct Individual Interviews
Ideally, interviews take place at the start of the development cycle while you are developing
or reviewing the objectives and goals of the site.
You may also use interviews to supplement online surveys. Performing an interview before
a survey helps you to refine questions for the survey. Interviewing participants after a
survey allows you to probe for details and reasons behind answers that users give on a
survey
Best Practices for Conducting Individual Interviews 
When you conduct an Individual Interview, consider:
• What you want to learn and then selecting representative participants to talk to
• Writing an interview protocol for the interviewer to follow. The protocol includes questions
and probes to use for follow-up
• Hiring a skilled interviewer who knows how to make interviewees feel more comfortable,
asks questions in a neutral manner, listens well, and knows when and how to probe for more
details

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• Getting permission to tape the sessions and have one or more note takers

A group interview is when an employee or team of employees interviews multiple candidates

at the same time, or when a team of employees forms a panel to interview one candidate.
Generally, employers perform both types of group interviews in conference rooms to simulate
a meeting or team project.
 A group interview is a meeting format with several candidates and one interviewer and is
often used when employers are looking to hire for more than one position on a short
timeline.
 This interview style can often be found in industries like food service, retail and hospitality.
If you are applying for a seasonal retail job over the holidays, for example, you will likely
be asked to join a group interview so they can staff up quickly.
 To help you prepare for a group interview and ensure you stand out from other candidates,
consider the following tips and sample questions.

Panel interview refers to a type of interview which includes one applicant and several
interviewers, often representatives of different departments within a company like the hiring
manager and a member of the human resource recruitment team.

Why do employers use group interviews?

There are a few reasons an employer may use a group interview instead of a one-on-one
meeting. Depending on their goals, employers might decide to conduct a group interview with
several candidates or a panel interview with one candidate and several interviewers.

Importance of group interviews :

Group interviews offer several unique advantages to other interview formats. Therefore, if your
organization utilize group interviews with these advantages in mind, you’re most likely to find
them effective.

• Group interviews are efficient, allowing organizations to interview multiple candidates

at the same time thereby saving numerous hours of labor.
• Group interviews enable you to see which candidates work bets with others. Sure, every
candidate will say they work well with others. Group interviewers allow you to see
those skills in action.
• Group interview environments provide unique insights into who fits in with company
culture. Your organization’s culture is likely at or near its most apparent in how
employees interact with others. The group interview creates an environment to help
identify candidates compatible with your culture.
• Group interviews show you who performs well under stress. Is the position at hand a
high-stressed, fast-paced one? If so, consider a group interview, which will help
simulate the stress and pace of the job at hand.
2. Phone Interview:

Prof. Aravinda H G Dept of MBA, SVIT

 Many companies start the interview process with a phone call to discuss the job
opportunity with a prospective employee, determine whether the candidate is a good
fit, and to gauge his or her interest in the position.
 Employers use telephone interviews as a way of identifying and recruiting candidates
for employment. Phone interviews are often used to screen candidates to narrow the
pool of applicants who will be invited for in-person interviews. A phone call is a
relatively quick, low-effort way to determine whether a candidate is suitable.
 They are also used to minimize the expense involved in interviewing out-of-town
candidates. For remote positions, a phone interview may be the only option.
 Before you get on the telephone to interview for a job, review these phone interview
tips and techniques so you can ace the interview and make it to the next round.

Prepare for a Phone Interview

1. Research the Company

If you have advance notice of the interview, make sure to review the job description
and do a bit of research on the company.

2. Prepare in Advance

Prepare for a phone interview just as you would for a regular in-person interview.
Compile a list of your strengths and weaknesses, as well as a list of answers to typical
phone interview questions. In addition, have a list of questions ready to ask the
interviewer.

3. Show the Employer You're a Match

Take the time to match your qualifications to the job description so that you can speak
to why you're a strong candidate for the position. Review your resume as well. Know
the dates when you held each of your previous jobs, and what your responsibilities
were.

4. Have Your Job Materials Nearby

You should feel comfortable and ready to discuss your background and skills
confidently during a phone conversation. Have a copy of your resume nearby, so that
you can refer to it during the interview. Also have a copy of the job posting and a copy
of your cover letter if you sent one.

3. Video Interview
 A video interview is a job interview that takes place remotely and uses video technology
as the communication medium.
 For example, in the early stages, the hiring manager might pose a set of questions and
ask job seekers to record their responses in a video .

Prof. Aravinda H G Dept of MBA, SVIT

  Each unique approach for conducting video interviews will work suitably within
different time, resource, and logistical parameters, provided several key factors are
considered in its design and implementation, which we will examine next.

Video Interview Success Factors

1. Connectivity
Perhaps the most important element for a successful video interview is the reliability of
your Technology and connectivity. Without a seamless connection, no other factors will
matter because you will not be able to conduct the video interview. Before deciding on the
location, it is advisable to test out different areas of the work environment, especially in a
Wi-Fi-enabled workplace in which some areas may have a weaker signal and be more likely
to cut out unpredictably. A workplace that uses a hardwired network connection is less
likely to have such an issue with reliable connectivity. Regardless of the type of network
setup, conducting a test run of a video call from the determined location would be a
practical exercise to ensure reliable connectivity for the actual interview.

2. Screen Size
Currently, there are several viable device options for video communication: laptops, tablets,
and smart phones. The smaller the device, the smaller the screen, and this is an important
element to think about in terms of your interaction as both a sender and a receiver. If you
are using a small device such as a smartphone, less of your immediate area will be in view,
and you will be the main focus. For the interviewee, this may not be an issue. For example,
I have participated in many video calls using my smartphone positioned at shoulder height
on my desk to communicate and my laptop available to have information readily accessible,
such as my resume or a website for reference. On the employer side, the use of a
Smartphone may be problematic if the plan is to have multiple interviewers on the call. The
phone will have to be set back a fair distance for everyone to be on-screen, and the
interviewers may not only appear small and far away but voices may not carry as well in
order to reach the microphone on the
Device, and the interviewee may find it difficult to hear everyone. A better option for
multiple interviewers is a laptop that has a sufficiently large screen to capture every
participant both visually and audibly.

3. Screen Placement
Related to the consideration of device screen size is screen placement. Ideally, each person
should be visible from the upper body/shoulder level. In most cases, there is no need for
either the interviewee or the interviewer(s) to have to be visible on-screen from head to toe.
In fact, positioning the screen in a manner that allows a participant's entire body to be in
view may take the focus off what is being said as well as facial expressions. For example,
I once participated in a videoconference call in which all the participants were in a large
room. Not only were they seated far apart from each other, their screen was placed far away
so that they could all appear full body on the screen. From the receiver's perspective, it was
challenging for me to hear what on-screen was talking at various points on the call. I had

Prof. Aravinda H G Dept of MBA, SVIT

 to bounce visually around their they were saying, to see their facial expressions and body
language, and to keep track of the flow of conversation because i was unable to clearly see
who was talking at different times. A better option for them would have been to sit next to
each other and he to keep track of the flow of conversation because I was unable to clearly
see who was talk. Placing the device in a position that enable the participant’s to clearly
see body language such as hand gestures can add context and depth to the conversation,
important in terms of adding richness to a video interview that is considered a two
dimensional communication modality.

4. Lighting
The fluorescent overhead lighting that is typical among most work environments is the least
video friendly type of lighting, as it can create a harsh washed out on screen appearance of
the participants. Very few people are able to maintain a healthy and vibrant appearance
under the least video-friendly type of lighting, as it can create a harsh, washed out on-screen
appearance fluorescent lights. A change in lighting can breathe life back into an on-screen
appearance. Try to avoid a stark white background, which can causes glare. If having a
solid white background wall is unavoidable, then switching fluorescent light for soft lamp
lighting should also alleviate the glare factor. Again, it is advisable to do a practice video
call internally before conducting the actual interviews to determine what elements for more
visually appealing lighting.

5. Personal Appearance
Each participant should be prepared to make just as professional of an impact on a vide
Interview as they would expect to make during an in-person interview. Businessappropriate
attire is essential for both the interviewer(s) and the interviewee. This typically translates a
suit or a jacket and tailored pants or skirt, with a button-down shirt or business-appropriate
blouse underneath the jacket. Of course, the organizational culture will impact the norm for
business attire among interviewers but should always be neat and professional. You may
be thinking, wait a minute, why does appearance matter from the waist down if only the
head and shoulders or upper body will be visible onscreen? Consider the possibility of
having move from the table or desk on-screen during the video interview. What if you need
to get to locate a file folder, book, or some other resource, or attend to an unscripted need
while you are on the call, and you are dressed in a suit jacket, jeans, and sneakers? This
may soul silly, but it actually happens more often than you might think, as there is always
the possible that you may need to move around and away from your on-screen “set” during
the video cal. As an interviewer, you want to be taken seriously and give a job candidate
the impression de you are a respected and professional representative of the organization.
As an interview you want to make as strong of a first impression as possible, that you are
a well-organised and prepared professional, focused and detail oriented, and ready to step
into the opportunity and succeed.

6. Body Language
It is probably stating the obvious that body language, also referred to as nonverbal
communication, is critical to participating in a video interview. Mastering on screen body

Prof. Aravinda H G Dept of MBA, SVIT

 language does take some practice in terms of identifying any unconscious mannerisms that
may not be appropriate, as well as integrating some nonverbal communication elements
that will add value to your verbal dialogue and make a positive impact. First, closely
examine your body language in a practice interview, either with a partner or by recording
yourself on devices you naturally ask and/or answer questions. Notice your eye contact,
posture, head nodding tilting, whether you are smiling or frowning, hand gestures,
fidgeting, or repositioning yourself may not be aware. Eye contact can be tricky during a
video call, and this is probably the most in the chair, pen/foot tapping, and any other body
language that you demonstrate and may or important facet of nonverbal communication. I
am sure many of us have a natural tendency to look at the screen rather than the camera,
and even focus on our own image in the little offset occasions, fixing my hair, and then I
catch myself when realizing that is what the other participants on the call are watching me
do. Making eye contact with the camera is critical, as people read a lack of eye contact as
an indicators a variety of negative attributes such as being a disinterested, aloof, scattered
unfocused, untrustworthy, and even perhaps unintelligent. But it is normal and perfectly
reasonable to break eye contact occasionally so the other participants do not get the feeling
you are staring at them. Maintaining a consistent balance of genuine eye contact with
occasional breaks is the goal. Another critical element of nonverbal communication
involves upper body movement, such as posture and hand/arm gestures. It is important to
be mindful of maintaining a tall posture in your chair or behind a desk or table, with no
shoulder rounding, slouching, and propping yourself up on hands and elbows. Hand
gestures also require a delicate balance of appropriate activity. Interviewers should avoid
sitting stiffly with no movement, which will come across as harsh, wooden, and unnatural.
Conversely, hands and arms should not be flailing wildly, potentially cutting off other
participants from view and becoming a distraction. The hands can be used to emphasize
verbal content and provide an additional layer of visual engagement during the call. The
bottom line on nonverbal communication is simple: It is easy to forget that a video
interview is a formal and professional interaction. Take the time to assess your body
language, train yourself to include positive body language elements and avoid the negative
ones, even if it means creating a hidden checklist or cheat sheet under your interview
questions. Lastly, continue to be mindful of how you are presenting yourself, which of
course is critical to all forms of face-to-face interaction.

7. Background Distractors
A neutral setting with minimal distractors is ideal for the focus to remain on the verbal
exchange between the interviewer(s) and interviewee during a video call. A setting in a
cluttered, messy, high-traffic, and/or noisy area will diminish the clarity and attention paid
to the dialogue. This can negatively impact both sides of the interview experience, as
participants may lose their train of thought, get flustered, or forget key information they
had intended to convey.
STRUCTURED INTERVIEW QUESTIONS

An interview should strive to achieve an environment that is a balance of cordial and

comfortable with structured & professional, which will help to keep the questioning process as
positive and relevant of an experience for all participants as possible.

Prof. Aravinda H G Dept of MBA, SVIT

Open-Ended and Closed-Ended Questions
To begin our exploration of interview question types, let's revisit open-ended and closed
ended questions. To review, open- and closed-ended questions are not a type of interview
question per se, but rather two different question structures or formats that will enable an
interviewer to obtain a more or less detailed response regardless of the type of question
background, job knowledge, behavior-based, situation-based) can be asked as either open
Think about it this way: Any of the types of questions we will discuss in this section (e. ended
or close ended. It is important to determine how to integrate both open-ended and closed-
ended questions in an interview because the information you will obtain will be quite
different with these two question formats.
An open-ended question allows the interviewee to provide a free-form detailed answer. An
example of an open-ended job knowledge interview question for the job of bartender is “How
do you make a dry martini?" and the interviewee' response should involve a detailed
explanation of the sequence of steps needed to make this drink. With a closed-ended question,
there is no opportunity for the interviewee to answer conform to one of two optionsin an
interview, typically yes or no.
An example of a closed-ended job knowledge interview question for the job of bartender is
“How do you make a dry martini?” and the interviewee’s response should involve a detailed
explanation of the sequence of steps needed to make this drink.
Both open-ended and closed-ended questions have their usefulness in the interview process.
However, it is advisable to take into account the balance and sequence of the use of both types
of questions from the beginning to the end of the interview in your strategy. Consider this: It
would not be a good idea to ask all closed-ended questions, because you will not get adequate
information from the interviewees regarding their experience or knowledge. Could you imagine
asking interviewees only closed-ended questions and making a job offer to the candidate who
answered yes to all your questions? Conversely, asking all open-ended Questions may not be
entirely necessary and may exhaust the interviewee. Have you ever been on a job interview in
which the interviewer asked you a seemingly relentless stream of open-ended questions, each
requiring you to think and craft an intelligent and detailed response? That is a stressful
experience. Asking several open-ended questions in a row is usually fine, but take care to
provide small opportunities for the interviewees to regroup and gather their thoughts from one
complex open-ended question to the next, or at least weave in a few simple open-ended
questions along with the more complex questions. This is also a Challenge for the interviewer
who may be taking diligent notes as the interviewee is providing in-depth, detailed answers to
the questions. A more reasonable approach may be to open each new topic with a closed-ended
question and follow it up with a few relevant open-ended questions. Let's return to our example
of the bartender job interview. A question sequence could be designed in this manner:

Topic: Customer Service

Question #1: Have you ever had a difficult customer at the bar? (Yes/No)
If yes, proceed with Question #2: Can you give me an example of a difficult customer you had
to take care of on your shift? What was the issue, and how did you handle it?

Prof. Aravinda H G Dept of MBA, SVIT

Topic: Beverage Making

Question #1: Do you have experience with making tropical specialty drinks? (Yes/No) If yes,
proceed with Question #2: Can you describe your process for making a mai tai?

Open-ended and closed-ended questions are both valuable to the interview process but are not
necessarily interchangeable, and neither should be relied on exclusively in the question design.
Both types of questions can be built into the interview structure to enable the interviewer to
obtain the most-detailed information needed from each interviewee in a clear, non
overwhelming, and logical manner.

Background/Chronology Questions

Background/chronology-based questions are the most basic type of Background/ question and
relatively self-explanatory. These questions are designed to Chronology Question obtain
additional information and/or validation about an interviewee's background pertaining to
anything supplied on his or her resume and job application.
An interview question designed to obtain validation and/or ad about candidates qualifications
as provided by his or her resume and job application.
Background questions can be integrated in a way that additional information about candidate's
career path and sequence of events in terms of job movement, education, and other professional
endeavors. Going back to qualifications as provided the example of the bartender job, consider
the following background chronology interview question:

Question #1:

From your resume, it appears that you worked for two employers at the same time, a hotel and
a conference center, during the date range of May through August 2015. Were these both full-
time jobs, part-time jobs, or a combination of full-and part-time? Could you provide
clarification of your employment around this time frame?

Of all the types of questions, background/chronology interview questions are perhaps the best
questions to ask during a pre-screening phone interview, essentially to confirm all the details
about a candidate's qualifications and back story prior to coordinating an in-person interview.
These are not the questions to spend an inordinate amount of time on in a face-to-face
individual or group interview session when you really need to ask the more critical and
impactful job knowledge, behavioral, and situational questions. It can also be a good idea for
a recruiter and/or HR representative to ask background questions as an initial step so they ma
provide a comprehensive candidate packet with any ambiguities clarified to whomever will be
conducting follow-up interviews.

Job Knowledge Questions

Another fairly self-explanatory category, job knowledge questions are designed to ascertain the
extent to which a candidate possesses and can articulate key areas of job-related knowledge.
Job knowledge questions are appropriate for a recruiter or HR representative to ask as part of
a pre-screening phone interview, and they can also be integrated in to follow up interviews with
the hiring manager and other relevant stakeholders. One common approach is for the HR

Prof. Aravinda H G Dept of MBA, SVIT

interviewers to ask any job knowledge questions that are more general and basic in nature, and
for the job knowledge questions asked by the hiring manager to be more specific and complex.
To revisit the example of a bartender job opening, consider the following types of job
knowledge questions. The first question example is a basic question, and the second is clearly
more complex and skill specific.

Question #1: What are the most common types of craft beers currently requested by bar
customers?
Question #2: What is the appropriate glassware in which to serve the following types of beers:
wheat beers, stouts, lagers, IPAs, and pilsners?

Job knowledge questions can also be valuable for group interviews and structured in such a
way that one interviewer opens up a new topic with the simpler question, and the next
interviewer with the more complex question. This is where a pre interview meeting of all the
interviewers may be useful to organize all the questions, their sequence, and which interviewers
will ask certain questions.

Behavior-Based/Experiential Questions
Behavior-based/experiential interview questions are strategically designed to elicit a response
from interviewees that includes an example Experiential Question: of how they behaved or
performed in a specific past situation that is directly related to the job for which they have
applied. The premise designed to determine the likelihood of a behind behavior based or
experiential interview questions is that the best predictor of future behavior is past behavior. A
job candidate is performance on the job likely to engage in a similar behavior or perform in a
similar manner in based on his or her past a future job as they did in a past job. Asking
interviewees to articulate behavior/performance, their actual experience in a particular situation
and how they behaved in their job role in that context can yield valuable insight into critically
important performance dimensions. Let's take a look at examples of behavior-based interview
questions for several different jobs:

Question #1 Customer Service Representative

Would you tell me about a time in which you diffused an angry and dissatisfied customer, either
in person or over the phone, and worked effectively to resolve the issue? What was the situation
that prompted the interaction, how did you work with the customer to resolve the problem, and
what was the outcome?
Question #2 HR Manager
Would you tell me about a time in which you successfully coached a department manager who
was having trouble conducting performance appraisals in a timely and effective manner? What
were the issues that the manager faced, and what approach did you take to help the individual
develop the required skill sets and improve the process?

Question #3 Financial Analyst

Would you tell me about a time in which you identified a critical error in the data in a financial
report before it was due to be reviewed by key stakeholders How did you locate the root cause

Prof. Aravinda H G Dept of MBA, SVIT

of the error, and what approach did you take to reconcile the issue so that the follow-up report
to be delivered to stakeholders had no errors?

The key to success with behavior-based interview questions is for the interviewers to have an
understanding of the behaviors that would be considered desired and acceptable for a specific
job, as well as those behaviors that would be considered red flags and potentially unacceptable.
Again, this is where a preinterview meeting with the recruiter/HR representative and hiring
manager to discuss performance expectations that would be provided to the interviewers
involved would be a valuable use of time.

Situation-Based Question:
 Situation-based questions are nearly identical to behavior-based questions in that they are
designed to obtain information from candidates about how they would behave or perform
in a specific job- question designed to related situation. The key differentiating factor in
using these two types of questions is whether or not candidates have real examples
performance on the job based on his or her from their past experience they are able to share.
If the candidate is response to a entry-level, for example, or does not have specific past
experience in a particular situation to refer to, then a situation-based question can be
hypothetical job scenario a reasonable alternative to a behavior-based question.
 A situation- based interview question is structured to pose a hypothetical scenario relevant
to the job and ask the interviewee to describe how he or she would handle or perform in
that situation Rather than wording the question as "Tell me about a time in which you
effectively handled an irate customer and successfully resolved his or her issue," a situation-
based question may be worded as "Imagine you are confronted with an angry customer who
bought an expensive product that broke after 2 days of use. How would you create a positive
customer experience in which you are able to calm him or her down and take care of the
issue to the customer's satisfaction?" It is likely that interviewees will have a similar
behavioral response to a hypothetical scenario in a situation-based question as they would
have if they had an actual personal experience to share.
 Interview question content, format, and sequence should be predetermined by the recruiter
and/or HR representative involved in the selection process, as well as the hiring manager
and any other key contributors or stakeholders such as a search committee, external
consultant, or search firm. The questions should be constructed based on the qualification
requirements, performance dimensions, and essential job tasks and responsibilities as stated
in the job description, which hopefully has been developed and validated following a
thorough job analysis.

COMMON INTERVIEWER ERRORS

1. Halo Effect
 The tendency to assume that a person possesses multiple positive characteristics based on
the observation of one perceived desirable or appealing attribute. Have you ever met a new
person, someone you knew little to nothing about, and noticed something about him or her
that you would typically perceive in a positive manner? Perhaps that positive attribute was

Prof. Aravinda H G Dept of MBA, SVIT

 related to a physical trait such as height or hair color, the car that you saw him or her driving
or perhaps that you also drive, or a handbag that appealed to you mind that you connected
with this feature, maybe wealth, intelligence, industriousness, compassion, or charisma? If
this has happened to you (relax, it happens to all of us), then you have experienced the halo
effect.
 This common behavioral phenomenon can quickly and easily influence our perception of a
person, because we are essentially making an assumption that this person has many other
valued attributes that we have not yet confirmed to be true simply based on one observed
element or characteristic. Try to notice how many times during the course of a normal day
you experience the halo effect and how these assumptions can affect your behavior toward
others.
 Now, consider how such assumptions may impact candidate interviews, and how often
interviewers who are not aware of the halo effect may not notice or acknowledge its
influence on their perceptions of the job candidates they are meeting and overall evaluation
of their suitability for the job.

2. Contrast Error
 The order in which the candidates are interviewed may affect the interviewers' initial
impressions and perceptions of them. For example, a candidate whose interview is just
average may be perceived much more favorably if he or she is interviewed after a candidate
who interviewed poorly.
 Conversely, a candidate who is interviewed immediately after a stellar, amazing candidate
may come across as unimpressive or inadequate by comparison, even though that individual
is well-qualified and presented appropriately in the interview.
 This phenomenon is called contrast error, or contrast effect, and is a common issue because
we as humans like to categorize, compare, rank, and perform other cognitive processes that
help us make sense of the information and surroundings with which we are presented.
 It can challenge to focus solely on the information presently in front of us without factoring
in or comparing any information or influences that were previously provided to us.

3. Inappropriate Substitutes
 The tendency to mistakenly exchange one behaviour for another even though they are not
similar or relevant to one another. This is a fascinating phenomenon, though not as
commonly known or referred to as often some of the other errors in rater judgment.
Inappropriate substitutes occurs when a person mentally exchanges one behavior for
another even though they are not similar or relevant to one another.
 The substitution may be made in an effort to depict someone in a positive or negative light.
In the context of an interview, a candidate may not demonstrate adequate knowledge
required to effectively perform the job they are not send but shares how much he or she
enjoys baking and tends to bring relevant to one another homemade baked goods such as
muffins and cakes to the office for coworkers to snack on.
 Interviewers may like the idea of having someone bring delicious treats into the office for
everyone, and this attribute could overshadow that candidate's lack of job related

Prof. Aravinda H G Dept of MBA, SVIT

 knowledge. This may sound somewhat ridiculous, as baking muffins is not a substitute for
job knowledge, but this phenomenon occurs more often than you might think.

4. Primacy and Recency Effects

 Have you ever tried to recall a series of information--for example, the presidents of the
United States of America—and found that you were able to remember the first three or four,
but as you proceeded you were unable to name the fifth president, the sixth, and so on?
Well, you experienced the phenomenon known as the primacy effect, which posits that
individuals are more likely to remember information from the beginning of a series or
sequence, and that one's memory gets fuzzier while attempting to recall the information
further information into the series.
 Next, recall the presidents from the current one to the beginning of a series or previous ones
and determine how far back you can recall their names sequence. with ease and accuracy.
Is this range somewhere within the past six or seven presidents? You have just experienced
the phenomenon known as Recency Effect, which posits that individuals are more likely to
an individual is more successfully remember information from the end of a series or
sequence. likely to remember.
 The key takeaway point here is that we can typically recall information information from
the middle (or at least not with the best accuracy and reliability). How does this
phenomenon impact the interview process? Consider a typical interview schedule in which
candidates are brought in starting on Monday morning and finishing on Friday afternoon.
According to these behavioral phenomena, interviewers are more likely to remember the
candidates' interviews from Monday (primacy effect) and from Friday (recency effect) than
from, say, Wednesday. Does this automatically doom all job candidates scheduled for
interviews in the middle of the week? The answer is no, it absolutely should not negatively
impact candidates.
1. Primacy and recency effects, like all the behavioral phenomena we have examined that can
distort an interviewer's ratings of an interviewee, can be remediated with a fairly simple
solution. The best, most comprehensive structured interview will lose its effectiveness if
the information obtained from the interviewees is not recorded and organized objectively
and consistently for clear and accurate recall.
INTERVIEW RATING AND EVALUATION FORM

Interview evaluation forms are to be completed by the interviewer to rank the candidate's
overall qualifications for the position for which they have applied. Under each heading, the
interviewer should give the candidate a numerical rating and write specific jobrelated
comments in the space provided.

 It is a tool for documenting notes during the interview and rating interview resonses to a
strucutured set of questions

 Interview questions can also be weighted based on the importance of the tasks and
responsbilities.

Prof. Aravinda H G Dept of MBA, SVIT

Prof. Aravinda H G Dept of MBA, SVIT
Prof. Aravinda H G Dept of MBA, SVIT
HOW ARE MILLENNIAL SHAPING THE RECRUITMENT LANDSCAPE IN
ORGANIZATIONS?

1. Millennial are involved in technologically advanced modes of job search:

• Millennial have grown up in an age dominated by a series of technological
developments such as the introduction of devices such as computers, smart phones and
tablets coupled with the phenomenal growth of the internet.
• These technological forces have had a marked influence on the lives of millennial and
have completely transformed the way they do things. The same holds true even for
activities like looking for a job. Millennial are starkly different from baby boomers and
Generation Xers in their job search patterns. In a recent survey conducted by Talent
Trends, a majority of the millennials reported that they visited social media for job-
related information, preferred electronic communication over physical methods, and
believed that they should be able to apply for jobs over smartphones or tablets.
• Not surprisingly, a large number of job search apps like Naukri.com, Monster jobs,
Glassdoor, LinkedIn and Simply Hired have come up during the past few years.
Organizations are trying to cater to the changing job search preferences of millennials,
which is evident from the number of jobs that are posted on these platforms each day.

2. Millennials prefer shorter hiring process and the use of sophisticated hiring
techniques:
• Several studies in the marketing literature have demonstrated that millenni also
reflected in other spheres of millennials' lives such ity to delay gratifications (11, 12).
These tendencies a as their preference for shorter hiring processes.
• In a case study conducted by KPMG, it was observed that more than one-third of the
400 job applicants found the hiring process excessively long to the point of frustration.
On the one hand, millennials demand a reduction in the length of the hiring process. On
the other hand, the length of the entire recruitment process has increased from an
average of 13 days in 2011 to 23 days millennials experience due to the length of the
hiring in 2015.
• Given the frustration and uneasiness respond process, organizations are trying to
concerns through a host of strategies. First, organizations are using sophisticated
technologies such as applicant tracking systems (ATS) to automate the hiring process.
• ATS offers a range of benefits such as easy job postings, quick filtering capabilities,
time and cost savings, and a broader reach. Technologies such as ATS reduce the manual
effort often consumed in activities such as screening resumes, which in turn helps in
shortening the hiring process. Second, organizations are doing away with traditional
interaction methods such as face-to-face interviews and are taking the help of
technology to screen potential hires.
• Organizations such as Goldman Sachs are replacing the initial rounds of campus
interviews and opting for virtual meetings such as to these Skype interviews. The
adoption of such techniques is a crucial step in the direction of shortening the hiring
process and meeting millennial expectations.
3. Millennials are increasingly focused on corporate culture:

Prof. Aravinda H G Dept of MBA, SVIT

 • Millennials place a lot of value in the culture of the organization they would be working
for. Hence,manage their corporate culture actively. Their focus it is vital for
organizations to take crucial steps to building a culture that is attractive to the should
be on millennial workforce corporate Estimates suggest that millennials are willing to
compromise on salary and bear an average pay cut of $7,600 in the pursuit of career
development opportunities, meaningful work, work-life balance or better company
culture. Such findings underscore the importance of good culture in attracting as well
as retaining millennials.
• It is, therefore, imperative that during recruitment, organizations direct their efforts
towards building and marketing their company culture in order to attract as well as
retain millennial candidates.

4. Parents' involvement with millennial children:

• Helicopter parents, who have coddled and overprotected their millennial children all
through their childhood, have now started hovering over their work organizations.
• Generation Y, as a cohort, is particularly close to its parents. This closeness assumes the
form of increased involvement in the job search as well as post-job activities. In a study
conducted by CERI, 32 per cent of the employers (with an employee base of more than
3,688) and 26 per cent of the employers (with an employee strength of 3513,687)
indicated that they had witnessed parental involvement in the recruitment process as
well as in the early career stages of college recruits.
• Employers reported that this involvement was exhibited in the form of activities such
as obtaining information about the company, submitting resume on behalf of the
student, promoting their children for a position, attending career fairs, complaining if
their children were not hired, making interview arrangements, negotiating salary and
benefits and attending the interviews.

STRATEGIES FOR RECRUITING AND SELECTING GENERATION Y INTO THE

WORKFORCE

Having deliberated upon the needs and expectations of millennials during recruitment and
selection, we now elaborate needs and expectations. Some of the strategies that organizations
needs and expectations.

1. The role of the organization's official website:

Within the HRM literature, past academic research studies have been conducted to spot the
factors that play a vital role in predicting the attraction of millennials towards organizations.
A research study conducted in the con text of web-based recruitment of millennial
employees noted that perceptions of work-life balance as conveyed on the organization's
official website and perceptions of website usability were significant predictors of
millennials' attraction towards the organization. The findings of this study emphasize the
importance of website content in shaping millennials' perceptions of the job as well as the
organization. Therefore, it would be advantageous for organizations to develop user-
friendly websites. It is equally important for organizations to maintain their websites and
update them regularly by posting content that is likely to appeal to the millennial cohort
(22).

Prof. Aravinda H G Dept of MBA, SVIT

2. The role of corporate recruiting videos and photos:
• Another empirical research study has demonstrated the importance of novel techniques
such as corporate recruiting videos in attracting millennial applicants. Being one of the
initial points of contact with prospective hires, corporate recruiting videos offer a glimpse
into the kind of work environment and lifestyle an applicant will experience once he (she)
steps into the Organizations.
• Videos featuring meditation rooms, sleep pods, onsite massages and laundry, in-house gyms
and so on are especially attractive to young talent. Industry giants today are offering a wide
range of unusual perks to their employees.
• For instance, Google allows it employees to enjoy a host of facilities such as getting a
haircut at work, taking showers or taking naps in one of the sleep pods. Likewise, Airbnb
provides its employees the opportunity to explore their passion of travel by providing
coupons worth as much as per year.
• While these benefits fall under the purview of compensation planning which is discussed
at length in the next chapter, it is the proper marketing of these benefits that falls within the
scope of the present chapter. In order to attract the best of millennial talent, organizations
need to broadcast the perks that they are offering to entice Generation Y applicants. This
could be achieved by posting such corporate recruiting videos and images on a wide variety
of platforms to ensure maximum coverage.

3. The role of recruitment advertisements:

• Another research has pointed out the role of recruitment advertisements in attracting
millennial applicants. The study employed an experimental research design to assess the
impact of different types of recruitment advertisements on applicant attraction.
• It found that advertisements featuring information pertaining to training and development,
financial rewards and career advancement were as more attractive by these participants.
Similarly, participants in another study were found to be the most reported attracted towards
organizations whose job posting contained information about a flexible career path and
least a traditional career path.
• These findings highlight the importance of the design of job postings in influencing
millennials' attraction towards them. Hence, it may be inferred that organizations should
carefully design their job postings keeping in view the expectations of millennials with the
needs and expectations of millennials would. Job postings containing information that
resonates help the organizations to attract more applications from this cohort.
4. The role of job review sites:
While consumer review websites such as TripAdvisor and Yelp are well known for
providing customers the opportunity of posting online reviews of the brands that they have
shopped from, the concept of employee review websites is relatively less common but is
multiplying. Over the past few years, websites such as Indeed and Glassdoor have come
up, which allow employees to post anonymous reviews about the organizations that they
have worked for. Such reviews play a crucial role in shaping the brand image of the
organization amongst the prospective hires. Being technologically active, millennials often
go through such review websites while looking for jobs. This is evident from the findings

Prof. Aravinda H G Dept of MBA, SVIT

 of a recent survey conducted by Software Advice in which 52 per cent of the 4,633
respondents agreed to having used Glassdoor at some point in their job search. Hence, it is
necessary for organizations to realize the importance of having a strong and positive
presence on such job search platforms.

5. The role of embracing diversity and inclusion.

Lately, the meaning of diversity has ceased to remain limited to mere surface-level
differences based on age, race, gender and skin colour. For millennials, a participative
environment fosters new ideas and perspectives leading to collaboration. Hence, it is often
argued that millennials see diversity very differently from Generation Xers and Baby
Boomers.

DEVELOPING EFFECTIVE INTERVIEWERS

Interviewer training is a sound practice for preparing interviewers and ensuring the understand
how they are expected to perform in the role not only accurately and reliably also ethically and
legally. A foundational yet effective interviewer training session may inclusthe following
components:..

 Demonstrating positive interpersonal communication skills and building rapport

 Maintaining a structured agenda
 Understanding question content
 Understanding question context-how they should be asked in the proper sequence
Understanding the legal and ethical compliance behind the question wording and
importance of not deviating from the predetermined interview questions
 Being aware of monopolizing the conversation with irrelevancies and time wasters
 Avoiding side conversations with other interviewers in a group setting
 Prompting the interviewee to provide greater detail or more information
 Allowing time for the interviewee to ask questions at the end of the interview, and be
prepared for answering commonly asked questions
 Taking clear and adequate notes during the interview to facilitate information recall

INTERVIEW TECHNIQUES:
While interviewing is not always easy, whether it's face to face or through a virtual interview,
there are a few things you can do to universally increase your chances of getting a call back,
and ultimately, scoring an offer.

1. Be positive.
 You'll be a more attractive candidate (and coworker!) if you're upbeat and optimistic about
your career outlook. One of the biggest tricks to interviewing is sounding enthusiastic about
the position. Mastering that skill is a big payoff, though-- the interviewer is reassured that
you are interested in the job and that you'll be a good team player.
2. Set goals.

Prof. Aravinda H G Dept of MBA, SVIT

 Prior to interviewing, take the time to write down where you want to be in 1 year, 3 years
and 5 years. Be specific and map out a step by step plan on how you’ll achieve those goals.
Be focused and tenacious in your goals and let those ambitions be heard by the hiring
company.
3. Sell what you can do.
 Know what benefits and skills you bring to the table. Read over the job description and
envision the concerns and needs of that employer. By convincing the interviewer that you
can deliver the desired results, you are more likely to get an offer and you increase your
leverage when it comes to negotiating the salary you want.
 Be approachable and likable. This shows that you'll fit with the company culture and get
along with other employees. The best way to make the interviewer confident that you’ll fit
in is to be approachable and likable throughout the interviewing process. Whether you’re
talking to the interviewer face-to-face or through a virtual interview, smile.
4. Ask the right questions in the right way.
 People don’t like hidden agendas and interviewers are no different. Before any interview,
prepare a list of questions that you are comfortable with and learn to deliver those politely
and intelligently.
 In the end, hopefully, you can decide whether or not you want to work for the company,
rather than passively allowing a company to pick you up. Be proactive, and above all, know
what you want. Regardless of pay, title or industry, there are both positive and negative
aspects to any position. Make the decision to focus on the things you enjoy about the job
rather than letting the downsides cloud your judgment and outlook.

5 EFFECTIVE INTERVIEW TECHNIQUES FOR EMPLOYERS

There are many different types of job interviews and numerous different interviewing
techniques.
If you ask HR professionals and experienced recruiters, each of them will have its own
favorite interview technique and interviewer hacks, tips and tricks.
Here are the top 5 interview techniques HR professionals use to choose the right candidate
for the job:

Prof. Aravinda H G Dept of MBA, SVIT

1. Traditional interview

 You’ve probably most familiar with the traditional job interview technique - you know, the
one where you ask your candidates about their skills and experiences in order to find out
if they’re a good fit for your open job position.
 Traditional interviews come in many shapes and sizes. For example, a traditional interview
can be structured, unstructured or semi-structured. It can also be a one-onone
interview, a panel interview or even a group interview. A traditional interview can be
conducted in the form of a phone screening interview, video interview or a face to face
interview.
 The problem with traditional interview technique is that is has been proven ineffective in
certain areas. According to LinkedIn’s report, which surveyed over 9,000 recruiters and
hiring managers, the traditional interviewing technique has many weaknesses.
 For example, traditional interview technique is especially bad at assessing soft skills and
understanding candidate weaknesses. It also leaves room for recruitment bias, takes a lot
of time, and relies on asking the right interview questions to get a clear picture of a
candidate.
 This is why many HR professionals have started experimenting with innovative, out-
ofthe-box interview techniques.

2. Job simulation

 Job simulation (sometimes also called job audition) is the most popular innovative
interview technique. Job simulations are becoming increasingly popular among employers
because they help companies predict if a candidate if a good fit for a role more accurately.

Prof. Aravinda H G Dept of MBA, SVIT

 In a job simulation, a candidate is asked to complete a task they would actually do if they
were hired. In other words, when you use this interview technique, you don’t ask
candidates to tell you about their about their skills. Instead, you directly observe
candidates’ skills and performance.
 Besides for employer, job simulations are also beneficial for candidates, too. By taking
part in a job simulation, candidates get a real-life job preview, which helps them assess
how much they really like to job. Simply put, they can try out a job and see if it fits!
 Besides giving your candidates a certain task, job simulations can take on a more
elaborated form. For example, you can organize a competition (such as hackathon), or
invite your candidate to join your employees in a brainstorming session and help them
solve a real-life problem your company is currently facing.

3. Casual interview

 Another popular interview technique is a so-called casual interview. With a casual

interview technique, a candidate is being interviewed outside the office, usually over a
meal. Inviting candidates for breakfast, lunch or dinner offers a unique opportunity to
observe candidates in a more casual setting.
 This interview technique is especially beneficial if you want to assess your candidates'
communication and social skills. It will also allow you to spend more time with your
candidates and get to know them better. As a result, you can gain a deeper insight into
your candidate’s personality.
 Casual interviews can do wonders for your candidate experience. Since most employers
still stick with a quick in and out of the office interview, inviting your candidates over for
a meal will make them feel special. They will also appreciate you taking the time to get to
know them on a more personal note.
 Some employers even go that far to incorporate an additional test into this interview
technique. The most famous example is the case of an interview technique devised by Walt
Bettinger, chief executive of Charles Schwab Corporation. He gets to the restaurant
early and asks the waiter to mess up his candidate’s order - and then he observes how the
candidate will react.

4. Virtual interview

 In the last few years, we heard a lot about VR (virtual reality) and AR (augmented
reality). These technologies have been announced as the next big thing that will
completely change the way we live - and interview. Using VR and AR, employers can now
engage with candidates in a virtual job interview.
 Virtual interview technique was first used at college career fairs to attract the attention of
a younger generation of innovative, tech-savvy talent.
 However, the use of this interview technique has quickly evolved way beyond career fairs.
For example, General Mills created a virtual tour of its headquarters
and Deutsche Bahn uses virtual reality to show candidates what it’s like to work at their
company, especially at hard to fill roles such as train conductor and electrician.
 Another good example is the use of virtual reality by Jaguar Land Rover. This company
created a virtual reality app that test candidates skills.

Prof. Aravinda H G Dept of MBA, SVIT

LEGAL AND ETHICAL CONSIDERATIONS IN THE INTERVIEW PROCESS

 The legal and ethical needs that are important in the interview process are essentially
the same as the considerations for the recruitment process and the other practices that
encompass the overall selection strategy.

 Again, a structured interview approach is not only more efficient to administer and more
effective in terms of process accuracy and consistency, but it is also amore ethical and
legally minded practice. It is easier for an organization to legally justify a component
or method in a standardized, structured interview compared to an unstructured
interview that may contain inconsistent, ambiguous, and/or subjective elements.

 An unstructured interview is not inherently illegal, but there is a significantly greater

likelihood for problems that may lead to claims of discrimination and unfair
employment practices.

 Use of standardized forms and materials, such as a set of interview questions that were
developed using the job description and a weighted rating and evaluation form, are
valuable for legal compliance needs

BEHAVIORAL EVENT INTERVIEWS

 BEIs are very focused, clinical-type, recorded interviews which can take from 2-2 1/2
hours to complete.

 They require working with a candidate to develop a series of "behavioral events." After
each interview, the recording is analyzed for evidence of competencies.

 The total process of recording the interview, creating transcripts and analyzing them for
competencies can take up to six hours per interview.

 The major step in the BEI interview is to elicit behavioral events. The interviewee is
asked to describe, in detail,

 Like: the five or six most important situations he or she has experienced in a specific
job.

 The situations should include two or three high points, or major successes, and two
or three low points, or key failures.

 The candidate is asked to answer five key questions.

"What was the situation? What events led up to it?"

"Who was involved?"

"What did you (the interviewee) think, feel, or want to do in the situation?"

Prof. Aravinda H G Dept of MBA, SVIT

  Here the person conducting the behavioral event interviewing process should be
particularly interested in the person's perceptions and feelings about the situation
and people involved in it.

 Follow up questions should include:

How was the person thinking about others (e.g., positively or negatively) or about the
situation (e.g., problem-solving thoughts)?

What was the person feeling (e.g., scared, confident, excited)?

What did the person want to do - what motivated him or her in the situation (e.g.,
to do something better, to impress the boss)?

"What did you actually do or say?" Here you are interested in the skills that the person
showed.

"What was the outcome? What happened?"

 Trained specialists analyze the BEI transcripts to identify competencies that appear in
the Behavioral Events.

 If the goal is to build a competency model, the process must be repeated with 8-12
"star" performers and 8-12 average performers, each providing five or six events.

 This means that 80-144 events must be generated and analyzed for each job.

 In today's busy, lean organizations, few interviewers have the time or resources for the
level of individual analysis of each candidate using the Behavioral Event Interviewing
methodology.

SIX STEPS TO CONDUCTING A BEHAVIORAL EVENT INTERVIEW

 Explaination

 Duties and Responsibilities

 First Behavioral Event

 Further Behavioral Events

 Characteristics

 Summary and Writing

Step 1. Explanation

Everyone will want to know why he or she is being interviewed. Your explanation might
go something like this:

Prof. Aravinda H G Dept of MBA, SVIT

“I’ve been asked to try to figure out what competencies it takes to do your job. The best
approach seems to be to ask a person who is doing a job how he or she does it. You are the
obvious expert in what it take to be (whatever the person does). We’re just going to talk for
awhile about some examples of how you do your job”.

Optional, depending on the interviewee’s curiosity and/or your mandate:

“This is part of a program which should lead to better selection and training for the job. If
we can identify the competencies needed for a job, we can select people who have those
competencies needed for the job or train job incumbents to develop the necessary
competencies to a fuller extent”.

At this point you should get the permission of the interviewee for you to tape-record the
interview. You can explain it this way:

“With your permission, I would like to record parts of this interview to help me with my
notes. Everything you say will be kept confidential and will not be shared with anyone else
in (interviewee’s organization). But if there is anything you want to say off the record or
don’t want me to record, just let me know and I’ll turn off the tape”.

Step 2. Duties and Responsibilities

It is a good idea to break the ice by getting the interviewee talking about what he or she
does in a general way, that is, about what his or her duties and responsibilities are.

“Let’s begin by taking about what your responsibilities are in your job. I really know
nothing about what it takes to be a good (policeman, naval officer, manager, etc.). What do
you do? Where do you work? Whom do you work with? What are your hours? Whom do
you report to? Who reports to you?”

The objective here is to get the interviewee talking in as free and relaxed a way as possible
about his or her job. Sometimes interviewees have difficulty getting started, but most of
them find it easy to talk about their work and they like telling others what they do. It is wise
not to push the behavioral event approach on them too soon; lead into it gradually.

Often in the course of describing their work, interviewees will say things that puzzle you
or that you want clarified. For example, a police captain may say, “Well, I supervise the
lieutenants”. Here he is simply quoting a job description to you and your problem is to find
out what he means. So you say “Could you explain a little more what you mean by
‘supervise’? Do they write reports for you to read? Do they come in to talk with you first
thing in the morning, or when they leave? Do you observe them working with the
patrolmen? What is the chance you would get to know they were doing something wrong
or to give them some direction? It helps most if you can describe an actual case where you
supervised someone”.

Prof. Aravinda H G Dept of MBA, SVIT

Step 3. First Behavioral Event

Hopefully this questioning about duties will lead to a critical event which you can ask the
interviewee to describe in detail so that you can get a better idea of how the job is done and
what characteristics it takes to do it well. You may say something like:

“To get a better idea of what supervision consists of, can you think of an instance where
you were able to help someone do his or her job better, or keep him or her from making a
mistake? I need an example of just how you operate”.

It is hard to generalize about just how you will hit on the first incident since it should come
up naturally in the course of discussing various responsibilities. But once you have got the
interviewee talking about a particular event, you should push hard for behavioral detail.

“Now let me get the setting straight. Let’s begin at the beginning. Where were you? What
time of day was it? What had you been doing when this came up? What was in your mind?”

You may want to ask what kind of day it was (raining?) or how the interviewee was feeling,
to recreate the whole scenario. Here you become an investigative reporter, pushing to get
clear in your mind just what happened. Asking for time, place and mood often helps the
interviewee recall the episode, since all the person has left in his or her mind usually is
some memory of how it all turned out which he or she told you first anyway. You should
have in mind the following questions as the interviewee begins to tell the story:

· What led up to the event?

· What was the person thinking? (of the individual he or she was interacting with,
of the situation,etc.)
· What did the person do, and why?
· What was the person feeling, wishing? ·
How did it all turn out?

 You are interested in the interviewee’s:

o Perceptions of the people and the situation
o Thoughts o Acts o Feelings o Conclusions for future
reference

Try to get the interviewee to begin at the beginning and take you through the story as it
unfolded. Otherwise you may get confused about what happened and who did what. This
may be difficult because the interviewee will usually start by remembering the outcome of
an event. Just say, “That’s exactly what I had in mind. Now let’s start at the beginning so
that I can understand what happened”. As the interviewee tells you all this, you are learning
things about him or her, and you should ask questions that will verify or doublecheck
inferences you are beginning to draw about his or her competencies. In all questioning,
however, be sure that you are giving the interviewee plenty of reinforcement for what he
or she is telling you. You are not the FBI. You should laugh with the interviewee, tell stories

Prof. Aravinda H G Dept of MBA, SVIT

of your own if necessary to keep the flow of talk informal and pleasant, constantly reinforce
him or her for the help he or she is giving you in clarifying what goes on in this job.

Your objective is to get the interviewee to tell you little vignettes, scenarios of things that
happened to him or her. Some people need a lot of encouragement and stimulation to really
get into the process of telling a story.

Step 4. Further Behavioral Events

You may find it easy in talking about an event in the area of supervision to move on to an
example of when things didn’t go well:

“That helps me understand much better what supervision involves. Now, can you think of
an instance in which you feel you didn’t carry out supervision as well as you might have?
That will help me also, because it will identify the characteristic one ought to show in
such situations”.

If the interviewee can’t think of one, you can make a few suggestions (“Did you ever have
to fire somebody?” “Did you ever have problems with any of your subordinates?”) and if
the interviewee still blocks (an unusual occurrence!) you can go to some other area (“Well,
can you think of a time when things didn’t go well on the job?”). Again, when the
interviewee comes up with and event, ask first for time, place and setting, and then go into
detail.

In all, it is best to try to get detailed descriptions of three events where the interviewee was
effective and three events where the interviewee was ineffective. but there is nothing
magical about these numbers. The crucial question is whether you are learning what it takes
to do this job well.

Occasionally you will run into someone who blocks when you ask him or her for an
example of something that went particularly well or poorly. The interviewee just can’t seem
to think of anything important. In that case, don’t keep pressing him or her; your main goal
of getting the interviewee to talk about how he or she performs on the job may only be
interfered with as he or she gets more frustrated or annoyed about not being able to do what
you want. Then you should use other approaches to get the interviewee to talk, such as
asking the person to take you through what he or she did yesterday or probing in detail, or
just how he or she goes about supervising someone through an example.

Remember, the goal is to get the interviewee to talk about the way he or she does the job.
Any method of doing that is legitimate.

Prof. Aravinda H G Dept of MBA, SVIT

Step 5. Characteristics

It is often useful at the end of the interview to ask the interviewee what characteristics he
or she thinks a person ought to have to do his or her job well. This serves the double purpose
of establishing good relations by asking the interviewee’s opinion and also of giving you
some further insight into what he or she thinks is important. For example, if none of the
good incumbents thinks to mention interpersonal skills, you may want to infer that
incumbents in this job can get along without caring much about interpersonal relationships.

Step 6. Summary and Writing

After the interview is over it is a good plan to sit down quietly for an hour and summarize
what you have learned. This may include a brief characterization of the person you have
just interviewed. It also helps you define things about which you are still unclear. In other
words, it is a time to make your budding hypotheses explicit so that you can check them in
later interviews. If you have the time, this is the best point to write up the entire interview,
while your memory is still fresh.

SIMULATIONS

 A job related activity designed to assess a job candidate's proficiency and ability to
perform specific job task.

 Simulations, as part of a selection strategy, may include real hands-on or hypothetical

job-related exercises and activities designed to assess a candidate's proficiency and
ability to perform relevant tasks.

 It is one of the most valuable methods for witnessing candidate perform actual job tasks
without yet having that individual employed in the job. The hands-on type of simulation
exercise may also be referred to as a work sample assessment, and this is indeed a major
category of simulation exercise

 Job simulations are employment tests that ask candidates to perform tasks that they
would perform on the job. By using job simulations, employers can evaluate whether
a job candidate can do the job, rather than guess based on interview answers and
personality questionnaires.

TYPES:

 High fidelity :

A selection exercise in which a candidate demonstrate his or her performance on real

work sample. Ex stores sales and work setting like cash register, computer

 Low fidelity(situational judgement test):

A selection exercise in which candidate demonstrate a describe how a she would

perform in a hypothetical shop job situation

Prof. Aravinda H G Dept of MBA, SVIT

 Role play exercise

In general terms, a role play exercise is used to assess your “fit” to the job at hand, by
simulating real life situations, in which either the assessors at the assessment centre or
hired actors take part in the simulation. There are many different types of role play
exercises and these are tailored to specific jobs.

Role playing is defined as pretending to be someone else or pretending to be in a

specific situation that you are not actually in at the time. An example of role playing is
when you pretend that your friend is your boss and you have a practice
conversation in which you ask for a raise.

DESIGNING &IMPLEMENTING SIMULATION EXERCISE

 Task statements written during JD Development

 These statements are used to build out a realistic work sample simulation exercise

 While interviewing questions are certainly fine to explore experience and

qualifications.

CANDIDATES EVALUATION FORM FOR SIMULATION EXERCISE

 Communication skills

 Candidates understanding of the situation

 Problem solving skills

 Professionalism

 Employee relations skills

ASSESSMENT CENTRES

 An assessment center is a multimodal selection strategy that integrates an array of

methods that comprise an assessment center are typically a combination of high- and
methods and techniques to evaluate job candidates independently and/or in a group.

 Assessment centers are often used for jobs that are senior level in an organization as
may also be implemented for managerial and non managerial jobs that have complete
performance dimensions and certain elements of criticality, high risk, and/or a high
level of financial responsibility. Because the assessment center is designed to measure
multiple and often complete performance dimensions, an array of exercises will be
developed that target different performance dimensions and behavioral competencies
to form an overall picture.

 An assessment center will often use multiple assessors to enable multiple rounds of
exercises to happen simultaneously with all the candidates, which ensures efficiency
the process and having all the candidates move through the entire schedule together.

Prof. Aravinda H G Dept of MBA, SVIT

Assessment Center Structure

 The assessment center is designed to measure multiple and often complex performance
dimensions, an array of exercises will be developed that target different areas. A
consideration in the development of an assessment center is to determine the most
critical performance identified performance dimensions and their associated behavioral
competencies in as dimensions and behavioral competencies to examine.

 The goal should be to integrate the organized and logical manner as possible to ensure
the outcome is worth the cost and effort involved. The above text box highlights some
relevant performance dimensions that would be included in an assessment center.

 It is important to only include those performance dimensions that are relevant to the
job, thus ensuring validity right from the beginning of the process

 Again, the name of the game here is leverage: tests, simulation exercises, interview
questions, and other selection methods may already exist for a particular job (or even a
similar job) that can be integrated into an assessment center with little to no
modifications needed.

Assessment Center Logistics

 Once the performance dimensions and related competencies are determined, the
logistical considerations for the assessment center should be worked out.

Prof. Aravinda H G Dept of MBA, SVIT

  The length of an assessment center, whether a 1-day or multiday agenda, will often
depend on the number of exercises needed to evaluate all the performance dimensions,
as well as logistical factors such as the number of candidates who will participate, the
number of available assessors, and the physical space/number of usable private rooms.

 For example, if an organization has five job candidates at least that many trained
assessors, and five private rooms in which individual assessment exercises can be
conducted simultaneously, then perhaps a 1-day assessment center approach may be
feasibly accomplished. However, if there are more than three or four exercises involved,
Or if the logistical requirements exceed what is available, a multiday assessment center
structure may be necessary.

Recruiting and selecting Generation Y

Prof. Aravinda H G Dept of MBA, SVIT

 Recruiting and selecting Generation Y (born roughly between the early 1980s and mid-
1990s, also known as Millennials) into the workforce requires understanding their
preferences, values, and expectations. Here are strategies to effectively attract and select
members of Generation Y:
1. Digital Recruitment Platforms:
 Leverage social media, job portals, and online platforms for recruitment.
 Highlight the company's culture, values, and opportunities through engaging and visually
appealing content.
2. Mobile-Friendly Application Processes:
 Ensure that the application process is mobile-friendly to accommodate the preference for
mobile devices among Generation Y.
3. Flexible Work Arrangements:
 Emphasize flexibility in work schedules, remote work options, and a healthy work-life
balance to align with Generation Y's desire for flexibility.
4. Showcase Career Development Opportunities:
 Highlight opportunities for professional growth, skill development, and career
advancement within the organization.
5. Emphasize Purpose and Impact:
 Communicate the company's mission, values, and commitment to making a positive
impact on society and the environment, as Generation Y often seeks meaningful work.
6. Incorporate Technology in the Selection Process:
 Use technology-driven tools, assessments, and virtual interviews to streamline the
selection process and align with Generation Y's tech-savvy nature.
7. Interactive and Collaborative Assessment Methods:
 Implement group activities, case studies, and interactive assessments that reflect
Generation Y's preference for collaborative and engaging work environments.
8. Promote Diversity and Inclusion:
 Emphasize a diverse and inclusive workplace culture, as Generation Y values diversity
and equality.
9. Encourage Employee Referrals:
 Leverage existing employees to refer potential candidates, as Generation Y often values
peer recommendations.
10. Transparent Communication:
 Provide clear and transparent information about the organization, including its values,
expectations, and potential career paths during the recruitment process.
11. Use Employer Branding:
 Build and promote a positive employer brand through online and offline channels,
emphasizing the company's culture, values, and employee testimonials.
12. Offer Competitive Compensation and Benefits:
 Provide competitive salary packages and attractive benefits, such as health insurance,
flexible spending accounts, and wellness programs.
13. Emphasize Training and Mentoring Programs:
 Showcase the availability of onboarding programs, continuous training, and mentorship
opportunities to support professional development.
14. Highlight Technology and Innovation:

Prof. Aravinda H G Dept of MBA, SVIT

  Emphasize the use of cutting-edge technology and innovation within the company,
aligning with Generation Y's comfort and interest in technological advancements.
15. Feedback and Recognition:
 Establish a culture of regular feedback and recognition, as Generation Y values
acknowledgment and constructive feedback.
By incorporating these strategies, organizations can enhance their ability to attract and select
talented individuals from Generation Y, aligning their recruitment and selection practices with
the preferences and values of this demographic group.

Legal and Ethical Considerations in the Interview Process

Legal and ethical considerations are crucial in the interview process to ensure fair and
unbiased treatment of candidates and compliance with applicable laws. Here are key
considerations in both realms:
Legal Considerations:
1. Anti-Discrimination Laws:
 Adherence to laws such as the Civil Rights Act, the Americans with Disabilities Act
(ADA), and the Age Discrimination in Employment Act (ADEA) is essential. Avoid
asking questions related to race, color, religion, sex, national origin, disability, or age.
2. Equal Employment Opportunity (EEO) Compliance:
 Employers must provide equal opportunities to all candidates regardless of characteristics
protected by EEO laws. Interview questions and decisions should be based on job-related
criteria.
3. Privacy Laws:
 Respect candidate privacy by refraining from asking intrusive or irrelevant questions.
Avoid discussing personal matters, such as marital status, family plans, or health
conditions, unless directly related to job requirements.
4. Fair Labor Standards Act (FLSA):
 Compliance with wage and hour laws is critical. Clearly communicate job expectations,
working hours, and compensation to candidates. Avoid inappropriate inquiries into salary
history in jurisdictions where it is prohibited.
5. Immigration Laws:
 Ensure compliance with immigration laws by verifying candidates' eligibility to work in
the country. Avoid questions about citizenship or national origin that could lead to
discriminatory practices.
6. Background Check Regulations:
 If conducting background checks, comply with the Fair Credit Reporting Act (FCRA) and
obtain written consent. Provide candidates with information about their rights in the
background check process.
7. Recordkeeping:
 Maintain accurate and secure records of the interview process. This includes notes,
evaluations, and any communication with candidates. Consistency in documentation is
crucial for legal defense if needed.
8. Accommodations for Disabilities:

Prof. Aravinda H G Dept of MBA, SVIT

  Make reasonable accommodations for candidates with disabilities during the interview
process. Provide accessible venues and materials and avoid discriminatory questions
about a candidate's health or disabilities.
Ethical Considerations:
1. Honesty and Transparency:
 Provide accurate and truthful information about the job, company culture, and
expectations. Avoid making promises that cannot be fulfilled.
2. Confidentiality:
 Safeguard the confidentiality of candidate information. Avoid discussing one candidate
with another and refrain from disclosing sensitive information without consent.
3. Impartiality:
 Treat all candidates fairly and without bias. Avoid favoritism or discrimination based on
personal preferences, demographics, or other non-job-related factors.
4. Informed Consent:
 Obtain informed consent from candidates before conducting any assessments, tests, or
background checks. Clearly communicate the purpose, process, and potential outcomes of
these activities.
5. Respect:
 Show respect for candidates' time, opinions, and experiences. Avoid disrespectful or
demeaning behavior, and ensure that the interview environment is inclusive and
welcoming.
6. Feedback:
 Provide constructive and professional feedback to candidates, focusing on job-related
aspects. Avoid discriminatory or subjective comments that could harm the candidate's
reputation.
7. Continuous Improvement:
 Regularly review and update interview processes to align with evolving legal standards,
ethical norms, and best practices. Commit to ongoing learning and improvement in
recruitment practices.

IMPORTANT QUESTIONS:

1. What is Structured Interview? 3m

2. What is Panel Interview? 3m
3. Explain the interview phases integrated within selection process model with an
example?7m
4. Enumerate the key methods often included in structured interview process? 7m
5. Elaborate the success factors of Video Interview? 7m
6. What are open ended and closed ended questions in an interview?3m
7. Describe the different types of structured interview questions candidates’ face in an
interview with suitable examples? 10m
8. Explicit common interviewer Errors?7m
9. Elaborate simulation in detail? 10m
10. What is BEI? Explain the process? 7m
11. Explain Assessment Center in detail?7m

Prof. Aravinda H G Dept of MBA, SVIT

12. Mention the steps to be followed in developing Effective Interviewers? 7m
13. Mention the different interview techniques to be followed in an Interview?7m
14. How are Millennial shaping the recruitment Landscape in Organizations?7m
15. Explain the Strategies for recruiting and selection Generation Y in to the workforce? 7m

Prof. Aravinda H G Dept of MBA, SVIT