Business

I am now going to look at five types of interview and approaches that can be taken for different reasons;

Like I stated before in the introduction, it allows to evaluate the different reactions of candidates; namely how they react toward a stressful situation and how well they respond to questions. It also allows to know whether a candidate is motivated about the job he/she is applying for. It then becomes clear or easy for the recruter to decide whether a certain candidate will be a good fit to the organization given his/her qualifications. Thus, this type of interview requires some preparation from the interviewer. The preparation is basically reviewing the EEO (Equal Employment Opportunity) laws that allow the recruiter to avoid any kind of discrimination, developing an applicant profile by means of competency-based, behavior-based and talent-based techniques, and finally assessing what applicants want in an interviewer (friendliness, honesty…) and in a position that they are applying for (environment and culture in the organization). On top of preparation, the recruiting interview requires some kind of structure. A good recruiting interview needs to be highly structured. Otherwise, it won’t allow the recruiter to get as much information as possible from the interviewee. Along with the type of structure, the recruiting interview allows to have a broad selection of question sequences. To be more specific, the funnel, inverted funnel and tunnel sequences are the mostly used to allow a smooth movement from

As a human resources manager, the primary task is to ensure that only the best candidates are called for interview. In essence, academic credentials are not enough to determine a candidate’s suitability. During the interview, it is important to ensure that the applicant has required skills to meet the firm’s objectives. For example, a given person might have the best academic qualifications as per the job’s description but lack other important aspects such as ability to work in the team and good communication skills. During the interview, such traits should be noted to disqualify applicants who cannot meet fundamental requirements of a team player.

When interviewing, don’t trust your gut. Compare apples to apples by developing a set of questions, each accompanied by a rating scale of 1-5, that all candidates must answer.

This is a good way to ensure I will cover all my bases and get all the information I need. It will be important to include all types of questions. Most questions will be open-ended to allow the interviewee to freely express himself. Some questions will be factual, while others will seek an opinion. A hypothetical question is one when the respondent has no experience to answer the question directly (book). One I might ask is, “If you have a personal problem, then would your co-workers support you in a time of need? Or would Hudl provide services for you?”

Interviewing is a skill like any other on-the-job skill. While some job hunters can be naturally charismatic and well-spoken, one can learn how to successfully interview (Yena, 2011). Advanced interview preparation showcases to the hiring manager the determination and willingness of the applicant to work for the position. Even an internal position requires preparation, including the position of Business Initiatives Consultant 3, a position of interest within Wells Fargo. A successful interview is dependent upon preparation for the interview, including researching the company, situational knowledge about the position, as well as mental, physical, and written preparation.

The traditional job interview is flawed as it can be loaded with softball questions that are easy to memorize (Grahram, 2007). In other words, the questions can be answered with canned answers, which if one is hiring for an actor it might be a good thing but not if the company is hiring for an engineer. For example, I happened to overhear an interview while sitting at Tim Hortons and one of the questions was where do you see yourself in five years with the company. Furthermore, traditional job interview do not work due to the interview bias; humans have a biological preference to seek out others like themselves (Heffernan, 2012) As Lazlo (2017) pointed out interview who are trained will make snap judgments when running the interview often in the first 10 seconds of the interview. Also, the traditional interview falls because of the interview technique, perception, and abilities to access the situation due to his or her ego may be more inflated than their abilities (Heffernan, 2012).

Include the interview questions posed to the subjects. The pairs or triads should use the same or similar sets of questions.

New hires are a blank slate. The typical mindset of interviewers focuses on 'what' new hires need to have as if 'what' is all that matters. In consequence, interviews tend to be superficial.

In order to continue on the path of hiring the right person for the right job, an integrity test of skills should be added to the interviewing process for certain job listings. Integrity tests have been linked to people who are more likely to be honest about work in future and vice versa (Van Iddekinge, Roth, Raymark, & Odle-Dusseau, 2012). An enhancement to the interviewing process that would be beneficial for finding the right person is to incorporate a brief interview with potential peers. This technique is effective in order to make the candidate feel more comfortable and establish a relationship with their potential peers, it also allows interviewers to provide an honest perspective of daily tasks and the expectations of the new team member. Cigna is on a strong path to success, I have been with the organization for a year and I can see the difference in the quality of candidates and the high-level contributions provided to team and organizational goals. The appraisal process is one of the strongest in the industry, employees of various careers bands have the opportunity of achieving the required goals in order to receive promotions, pay increases and

When the numbers of applicants are increased to 200, the utility for structured interview increased from 95,080 to 96,680. Utility for the Mental Ability decreased from 75,120 to 73,360. The utility for the work sample decreased from 58,200 to 55,000. The structured interview showed higher validity in the selection method which implies an increase in the average dollar value of annual productivity by candidates that were selected for the positions (Pg.191); however, the utilities for mental ability and work sample decreased thereby showing decrease in average dollar value and in

As a Regional Director one of my main position functions is to recruit, hire and develop talent. Part of the development is getting high potential staff ready for the next level in interviewing. I have incorporated a feedback session for post interview for any internal applicant that interviews with me. I believe that giving them the proper and timely feedback will assist them on working on the areas of concern sooner so that they will be better prepared to relay the information in the next interview. This process has worked well for my employees but I have negated to work on my development when it comes to selling my abilities and being prepared for interviews. As the positions get higher up the corporate ladder, the interviews become more involved and much more professional in conversation. This project will allow me some time to prepare myself both in verbal and written communication. This paper will review my steps and results in the interview and resume building fields.

9, talks about various techniques that should be adopted while interviewing candidates. As the time for

During my years of supervision, I’ve experienced varying hiring processes from one-on-one interviews to panels of three or more interviewers, each style is effective in its own way. During my time at Bishop-Wisecarver, the human resource department implemented the use of personality and work style tests such as Kolbe and Meyer’s Briggs’ related questionnaire’s. While this was helpful, an important variable to consider was whether a candidate was truly answering the questions as themselves or as how they thought Bishop-Wisecarver wanted. In retrospect, it’s apparent that candidates who took these assessments were no more of a match than those who did not. In looking at what was common among successful hires, it was the practice of asking candidates questions that revealed the meaning behind their words.

The interview process is also essential in recruiting the most suitable candidates for the available position. There is a useful article written by Hoynes, M. (2005), ('How to interview effectively', People Management, 8th December, pp.40.), which stresses the most valuable elements of the interview process. The company is advised to train all interviewers in attaining the most relevant information from the candidates and keeping their interviewing techniques sharp through training and refreshing courses for their interviewers. Some of the most significant interviewing techniques highlight the importance of preparation beforehand and emphasise the value of structured interview. The interviewers are advised to vary their questions and keep them relevant to the topic. They must also keep in mind that it's a "two way thing" (Hoynes, M. (2005), 'How to interview effectively', People Management, 8th December, pp.40.) and that the interviewee is also assessing the organisation. The interviewer must therefore project a good impression of the company to the candidate. As most short listed candidates will be unsuccessful in their job application, it is therefore essential to "leave a good impression" (Hoynes, M. (2005), 'How to interview effectively', People Management, 8th December, pp.40.). Another vital component of the interviewing process is "tracking your recruits" (Hoynes, M. (2005), 'How to interview effectively', People Management, 8th December,