Instructor Manual Part 2 and 3: Chapter 7-12: Human Resource
Management, 17e Gary Dessler
Part Two
Recruitment, Placement, and Talent Management
Chapter 7
Interviewing Candidates
Lecture Outline:
Basic Types of Interviews
Structured versus Unstructured Interviews
Interview Content (What Types of Questions to Ask)
How Should We Conduct the Interview?
The Strategic Context: Asynchronous Interviews at Urban Outfitters
Avoiding Errors That Can Undermine an Interview’s Usefulness
First Impressions (Snap Judgments)
Not Clarifying What the Job Requires
Candidate-Order (Contrast) Error and Pressure to Hire
Nonverbal Behavior and Impression Management
Effect of Personal Characteristics: Attractiveness, Gender, Race
Diversity Counts: Applicants Disability and the Employment Interview
Interviewer Behavior
HR Tools for Line Managers and Small Businesses: A Second Option for How to Conduct an
Effective Interview
Competency Profiles and Employee Interviews
Employee Engagement Guide for Managers
Building Engagement: A Total Selection Program
The Toyota Way
Science in Talent Management: Google
Developing and Extending the Job Offer
Chapter Review
Where Are We Now…
The purpose of this chapter is to discuss important tools managers use to select employees. The
main topics we’ll cover in this chapter include basic types of interviews, avoiding errors that
undermine interviewing, things that an interview’s usefulness, how to design and conduct an
effective interview, employee engagement guide for managers, and developing and extending the
job offer.
Learning Objectives:
7-1. Give examples of the main types of selection interviews.
7-2. Give examples of the main errors that can undermine an interview’s usefulness.
Copyright © 2024 Pearson Education, Inc.
, Chapter 7: Interviewing Candidates 7-2
7-3. Define a structured situational interview and explain how to conduct effective selection
interviews.
7-4. Give examples of how to use employee selection to improve employee engagement.
7-5. List the main points in developing and extending the actual job offer.
Annotated Outline:
I. Basic Types of Interviews
Managers use several interviews at work, such as performance appraisal interviews and exit
interviews. A selection interview (the focus of this chapter) is a selection procedure designed
to predict future job performance based on applicants’ oral responses to oral inquiries.
A. Structured versus Unstructured Interviews—unstructured or nondirective interviews
generally have no set format. Structured or directive interviews generally identify
questions ahead of time and may even weigh possible alternative answers for
appropriateness.
B. Interview Content (What Types of Questions to Ask)—interviews can be classified
according to the nature or content of their questions, such as situational, behavioral, and
job-related interviews. In a situational interview, you ask a candidate what his or her
behavior would be in a given situation. Behavioral interviews ask applicants how they
reacted to actual situations in the past. In job-related interviews, the interviewer asks
applicants questions about job-relevant past experiences.
1. Other Types of Questions—there are other, lesser-used types of questions. In a stress
interview, the interviewer seeks to make the applicant uncomfortable with
occasionally rude questions. Puzzle questions are also popular.
C. How Should We Conduct the Interview?—Employers administer interviews in various
ways: one-on-one or by a panel of interviewers, sequentially or all at once, computerized
or personally, or online.
1. Phone Interviews—can be more useful than face-to-face interviews for judging one’s
conscientiousness, intelligence, and interpersonal skills.
2. Computerized Job Interviews—is one in which the job candidate’s oral and/or keyed
replies are obtained in response to computerized oral, visual, or written questions
and/or situations.
3. Virtual/Video Interviews—employers rely on a range of technologies. These include
phone and tablet functionalities like Vroom™, skype™ Microsoft Teams, Cisco
Webex Meetings, and Google Hangouts Meet. About 18% of employers reported
using virtual or video interviews about 10 years ago, while 82% use them today, and
93% say they’ll continue doing so.
D. The Strategic Context: Asynchronous Interviews at Urban Outfitters
1. The New Normal: 10 Remote-Work Questions to Ask and Expect
II. Avoiding Errors That Can Undermine an Interview’s Usefulness
In regard to interviews, keep three things in mind: use structured interviews, know what to
ask, and avoid the common interviewing errors.
A. First Impressions (Snap Judgments)—one of the most widespread errors is that
interviewers tend to jump to conclusions about candidates during the first few minutes of
the interview.
Copyright © 2024 Pearson Education, Inc.
, Chapter 7: Interviewing Candidates 7-3
B. Not Clarifying What the Job Requires—interviewers who don’t have an accurate picture
of what the job entails and what sort of candidate is best suited for it usually make their
decisions based on incorrect impressions or incomplete stereotypes of what a good
applicant is.
C. Candidate-Order (Contrast) Error and Pressure to Hire—the order in which you see
applicants affects how you rate them. Pressure to hire can undermine an interview’s
usefulness.
D. Nonverbal Behavior and Impression Management—the applicant’s nonverbal behavior
(smiling, avoiding your gaze, and so on) can have a surprisingly large impact on an
applicant’s rating.
1. Impression Management—includes ingratiation, agreeing with the interviewer’s
opinions, and self-promotion to create an impression of competence are used by
clever interviewees to manage the impression they present.
E. Effect of Personal Characteristics: Attractiveness, Gender, Race—interviewers have to
guard against letting an applicant’s attractiveness, gender, and race play a role in
candidate ratings.
F. Diversity Counts: Applicant Disability and the Employment Interview—In general,
candidates evidencing various attributes and disabilities (such as child-care demands,
HIV-positive status, or being wheelchair-bound) have less chance of obtaining a positive
decision, even when they perform well in a structured interview.
G. Interviewer Behavior—the list of ways in which interviewers themselves wreck
interviews is boundless. Overall, interviewing errors to avoid include:
• First impressions (snap judgments)
• Not clarifying what the job involves and requires
• Candidate-order error and pressure to hire
• Nonverbal behavior and impression management
• The effects of interviewees’ personal characteristics
• The interviewer’s inadvertent behaviors
III. How to Design and Conduct the Effective Interview
A. Designing the Structured Situational Interview
Step 1: Analyze the job.
Step 2: Rate the job’s main duties
Step 3: Create interview questions
Step 4: Create benchmark answers
Step 5: Appoint the interview panel and conduct interviews
B. HR Tools for Line Managers and Small Businesses: A Second Options for How to
Conduct an Effective Interview—steps to try to make interviews systematic:
1. Know the Job—do not conduct an interview unless you know what KSAs you are
looking for.
2. Structure your Interview—(a) base questions on actual job duties; (b) use specific
job-knowledge, situational, or behaviorally-oriented questions and objective criteria
to evaluate the interviewee’s responses; (c) use the same questions with all
candidates; (d) use rating scales to rate answers; and (e) use a structured interview
form.
Copyright © 2024 Pearson Education, Inc.
, Chapter 7: Interviewing Candidates 7-4
3. Get Organized—the interview should take place in a private room where interruptions
can be minimized. Prior to the interview, the interviewer should review the
candidate’s application and resume, as well as the job duties and required skills and
traits.
4. Establish Rapport—the interviewer should put the interviewee at ease so he/she can
find out the necessary information about the interviewee. Studies show that people
who feel more self-confident about their interviewing skills perform better in
interviews.
5. Ask Questions—the interviewer should follow the interview guide.
6. Take Brief, Unobtrusive Notes—notes will help the interviewer avoid snap judgments
and remember more clearly what was discussed in the interview.
7. Close the Interview—leave time to answer any questions the candidate may have and,
if appropriate, advocate your firm to the candidate. Try to end the interview on a
positive note.
8. Review the Interview—once the candidate leaves, and while the interview is fresh on
the interviewer’s mind, he/she should review his/her notes and fill in the structured
interview guide.
C. Competency Profiles and Employees Interviews—employers using competency models
or profiles (which list required skills, knowledge, behaviors, and other competencies) can
use these for formulating job-related situational, behavioral, and knowledge interview
questions. Table 7-1 illustrates it.
IV. Employee Engagement Guide for Managers
A. Building Engagement: A Total Selection Program—this type of program aims at
selecting candidates whose totality of attributes best fits the employer’s total
requirements.
B. The Toyota Way—this hiring process aims to identify such assembler candidates. The
process takes about 20 hours and six phases over several days:
Step 1: an in-depth online application (20–30 minutes)
Step 2: a 2–5-hour computer-based assessment
Step 3: a 6–8-hour work simulation assessment
Step 4: a face-to-face interview
Step 5: a background check, drug screen, and medical check
Step 6: job offer
C. Science in Talent Management: Google
V. Developing and Extending the Job Offer
After all the interviews, background checks, and other tests, the employer decides who to
make an offer to using one or more approach. The judgmental approach subjectively weighs
all the evidence about the candidate. The statistical approach quantifies all the evidence and
perhaps uses a formula to predict job success.
Copyright © 2024 Pearson Education, Inc.
Management, 17e Gary Dessler
Part Two
Recruitment, Placement, and Talent Management
Chapter 7
Interviewing Candidates
Lecture Outline:
Basic Types of Interviews
Structured versus Unstructured Interviews
Interview Content (What Types of Questions to Ask)
How Should We Conduct the Interview?
The Strategic Context: Asynchronous Interviews at Urban Outfitters
Avoiding Errors That Can Undermine an Interview’s Usefulness
First Impressions (Snap Judgments)
Not Clarifying What the Job Requires
Candidate-Order (Contrast) Error and Pressure to Hire
Nonverbal Behavior and Impression Management
Effect of Personal Characteristics: Attractiveness, Gender, Race
Diversity Counts: Applicants Disability and the Employment Interview
Interviewer Behavior
HR Tools for Line Managers and Small Businesses: A Second Option for How to Conduct an
Effective Interview
Competency Profiles and Employee Interviews
Employee Engagement Guide for Managers
Building Engagement: A Total Selection Program
The Toyota Way
Science in Talent Management: Google
Developing and Extending the Job Offer
Chapter Review
Where Are We Now…
The purpose of this chapter is to discuss important tools managers use to select employees. The
main topics we’ll cover in this chapter include basic types of interviews, avoiding errors that
undermine interviewing, things that an interview’s usefulness, how to design and conduct an
effective interview, employee engagement guide for managers, and developing and extending the
job offer.
Learning Objectives:
7-1. Give examples of the main types of selection interviews.
7-2. Give examples of the main errors that can undermine an interview’s usefulness.
Copyright © 2024 Pearson Education, Inc.
, Chapter 7: Interviewing Candidates 7-2
7-3. Define a structured situational interview and explain how to conduct effective selection
interviews.
7-4. Give examples of how to use employee selection to improve employee engagement.
7-5. List the main points in developing and extending the actual job offer.
Annotated Outline:
I. Basic Types of Interviews
Managers use several interviews at work, such as performance appraisal interviews and exit
interviews. A selection interview (the focus of this chapter) is a selection procedure designed
to predict future job performance based on applicants’ oral responses to oral inquiries.
A. Structured versus Unstructured Interviews—unstructured or nondirective interviews
generally have no set format. Structured or directive interviews generally identify
questions ahead of time and may even weigh possible alternative answers for
appropriateness.
B. Interview Content (What Types of Questions to Ask)—interviews can be classified
according to the nature or content of their questions, such as situational, behavioral, and
job-related interviews. In a situational interview, you ask a candidate what his or her
behavior would be in a given situation. Behavioral interviews ask applicants how they
reacted to actual situations in the past. In job-related interviews, the interviewer asks
applicants questions about job-relevant past experiences.
1. Other Types of Questions—there are other, lesser-used types of questions. In a stress
interview, the interviewer seeks to make the applicant uncomfortable with
occasionally rude questions. Puzzle questions are also popular.
C. How Should We Conduct the Interview?—Employers administer interviews in various
ways: one-on-one or by a panel of interviewers, sequentially or all at once, computerized
or personally, or online.
1. Phone Interviews—can be more useful than face-to-face interviews for judging one’s
conscientiousness, intelligence, and interpersonal skills.
2. Computerized Job Interviews—is one in which the job candidate’s oral and/or keyed
replies are obtained in response to computerized oral, visual, or written questions
and/or situations.
3. Virtual/Video Interviews—employers rely on a range of technologies. These include
phone and tablet functionalities like Vroom™, skype™ Microsoft Teams, Cisco
Webex Meetings, and Google Hangouts Meet. About 18% of employers reported
using virtual or video interviews about 10 years ago, while 82% use them today, and
93% say they’ll continue doing so.
D. The Strategic Context: Asynchronous Interviews at Urban Outfitters
1. The New Normal: 10 Remote-Work Questions to Ask and Expect
II. Avoiding Errors That Can Undermine an Interview’s Usefulness
In regard to interviews, keep three things in mind: use structured interviews, know what to
ask, and avoid the common interviewing errors.
A. First Impressions (Snap Judgments)—one of the most widespread errors is that
interviewers tend to jump to conclusions about candidates during the first few minutes of
the interview.
Copyright © 2024 Pearson Education, Inc.
, Chapter 7: Interviewing Candidates 7-3
B. Not Clarifying What the Job Requires—interviewers who don’t have an accurate picture
of what the job entails and what sort of candidate is best suited for it usually make their
decisions based on incorrect impressions or incomplete stereotypes of what a good
applicant is.
C. Candidate-Order (Contrast) Error and Pressure to Hire—the order in which you see
applicants affects how you rate them. Pressure to hire can undermine an interview’s
usefulness.
D. Nonverbal Behavior and Impression Management—the applicant’s nonverbal behavior
(smiling, avoiding your gaze, and so on) can have a surprisingly large impact on an
applicant’s rating.
1. Impression Management—includes ingratiation, agreeing with the interviewer’s
opinions, and self-promotion to create an impression of competence are used by
clever interviewees to manage the impression they present.
E. Effect of Personal Characteristics: Attractiveness, Gender, Race—interviewers have to
guard against letting an applicant’s attractiveness, gender, and race play a role in
candidate ratings.
F. Diversity Counts: Applicant Disability and the Employment Interview—In general,
candidates evidencing various attributes and disabilities (such as child-care demands,
HIV-positive status, or being wheelchair-bound) have less chance of obtaining a positive
decision, even when they perform well in a structured interview.
G. Interviewer Behavior—the list of ways in which interviewers themselves wreck
interviews is boundless. Overall, interviewing errors to avoid include:
• First impressions (snap judgments)
• Not clarifying what the job involves and requires
• Candidate-order error and pressure to hire
• Nonverbal behavior and impression management
• The effects of interviewees’ personal characteristics
• The interviewer’s inadvertent behaviors
III. How to Design and Conduct the Effective Interview
A. Designing the Structured Situational Interview
Step 1: Analyze the job.
Step 2: Rate the job’s main duties
Step 3: Create interview questions
Step 4: Create benchmark answers
Step 5: Appoint the interview panel and conduct interviews
B. HR Tools for Line Managers and Small Businesses: A Second Options for How to
Conduct an Effective Interview—steps to try to make interviews systematic:
1. Know the Job—do not conduct an interview unless you know what KSAs you are
looking for.
2. Structure your Interview—(a) base questions on actual job duties; (b) use specific
job-knowledge, situational, or behaviorally-oriented questions and objective criteria
to evaluate the interviewee’s responses; (c) use the same questions with all
candidates; (d) use rating scales to rate answers; and (e) use a structured interview
form.
Copyright © 2024 Pearson Education, Inc.
, Chapter 7: Interviewing Candidates 7-4
3. Get Organized—the interview should take place in a private room where interruptions
can be minimized. Prior to the interview, the interviewer should review the
candidate’s application and resume, as well as the job duties and required skills and
traits.
4. Establish Rapport—the interviewer should put the interviewee at ease so he/she can
find out the necessary information about the interviewee. Studies show that people
who feel more self-confident about their interviewing skills perform better in
interviews.
5. Ask Questions—the interviewer should follow the interview guide.
6. Take Brief, Unobtrusive Notes—notes will help the interviewer avoid snap judgments
and remember more clearly what was discussed in the interview.
7. Close the Interview—leave time to answer any questions the candidate may have and,
if appropriate, advocate your firm to the candidate. Try to end the interview on a
positive note.
8. Review the Interview—once the candidate leaves, and while the interview is fresh on
the interviewer’s mind, he/she should review his/her notes and fill in the structured
interview guide.
C. Competency Profiles and Employees Interviews—employers using competency models
or profiles (which list required skills, knowledge, behaviors, and other competencies) can
use these for formulating job-related situational, behavioral, and knowledge interview
questions. Table 7-1 illustrates it.
IV. Employee Engagement Guide for Managers
A. Building Engagement: A Total Selection Program—this type of program aims at
selecting candidates whose totality of attributes best fits the employer’s total
requirements.
B. The Toyota Way—this hiring process aims to identify such assembler candidates. The
process takes about 20 hours and six phases over several days:
Step 1: an in-depth online application (20–30 minutes)
Step 2: a 2–5-hour computer-based assessment
Step 3: a 6–8-hour work simulation assessment
Step 4: a face-to-face interview
Step 5: a background check, drug screen, and medical check
Step 6: job offer
C. Science in Talent Management: Google
V. Developing and Extending the Job Offer
After all the interviews, background checks, and other tests, the employer decides who to
make an offer to using one or more approach. The judgmental approach subjectively weighs
all the evidence about the candidate. The statistical approach quantifies all the evidence and
perhaps uses a formula to predict job success.
Copyright © 2024 Pearson Education, Inc.
