Skills of Interviewing

Chris Jarvis

HRM

Domain

Key skill & activity for managers & HRM Interpersonal communication Cognition/information processing Perception (selective) Problem-analysis & decision-making
(managerial behaviour)

Chris Jarvis

HRM

Interview Experience

What is the best & worst experience that you

have had

What made these experiences best/worst? What would have prevented & improved the
worst experience?
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As an interviewer As an interviewee

Chris Jarvis

HRM

The interview

More than just a conversation ". A specialist form of two-way

communication conducted for a task-related purpose." (Whetton 1995)

Chris Jarvis

HRM

Expectations and propositions

Information generated via the interview process

provides data for decision-making

Training enhances performance both as an

interviewer and interviewee

Chris Jarvis

HRM

Types of interview

Research/information gathering Selection Counselling/support Appraisal Development Complaint/grievance Disciplinary Exit

Chris Jarvis

HRM

Common approaches

Unstructured Stress (validity?) Semi-structured Structured

Chris Jarvis

HRM

Issues

Your role as a decision-maker/actor Interview purposes & objectives Structure and content Environment (physical and psychological) The interviewer NPower, NAch, NRelate Data collection and processing strategies The communication exchange (interviewerinterviewee) explicit, implicit, verbal and non-verbal Organisational policy and expectations
Chris Jarvis

HRM

The Selection Interview

Preparation and organisation The interview process Interviewing skills Discrimination between candidates Finalising the decision & "contract"

Chris Jarvis

HRM

Preparation Products

Job descriptions & authorisation Job criteria - competencies Personnel specification (profile/model of ideal candidate) Essentials - desirables - disqualifiers Applicant information from various data sources Selector preparation and appreciation of

Selector egoism, the political process of justifying the selection.

role demands, choices, constraints, ambiguities, priorities, overloads, pressures/conflicts, organisational change the social milieu - rules and tensions

Chris Jarvis

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The Psychometric-Objective Model

Assumptions Eternal optimism Smooth programmed administration Measured, controlled, predictable, systematic search often using psychometric techniques Match evidence of qualities to job

Chris Jarvis

Compare with social process approach Interplay between selection events Social and ritual aspects. Audition. Power vetting Candidate & selector feelings/responses Intra organisational negotiation & adjustment Candidate - given fair opportunity or club scrutiny

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Interview Strategies

Chris Jarvis

Frank and friendly vs. Interrogation & stress Simulate stress. Put on the spot? Validity? Spurious appeal? Strengths and weaknesses of individual interview sequential interviews panel interviews Biographical journey Critical events and experiences - what, why, how, options, plans, outcomes? Problem-solving - imaging yourself as ...what would you do if...? GASP
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The GASP Interview

Greeting Acquiring Information Supplying Information Parting

Chris Jarvis

Interviewer Preparation

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GASP Greeting & rapport

Genuine positive regard Move towards Calm, neutral, no interruptions, safe. Maintain rapport

Chris Jarvis

seating voice, eye contact, warmth and body

posture.....NVC Preparation & contract of interest & expectation Smooth gear change

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GASP - Acquiring Information

Listen more - talk less. Objectivity, bias, stereotyping & premature judgement Not adversarial. Halo, horns and doppleganger Taking notes Question carefully (preparation) Emphasise biography/experience, explanation/analysis Mental agility and hypothetical questions Interview flow with control: - agenda, space, time Summarise periodically and conclude
Chris Jarvis

well-structured, open-ended questions probe and link direct, leading, trick and taboo questions

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Asking questions

Open-ended, well-sequenced, well-structured Tell me about ..Six honest serving men Closed (pros & cons?) Probe, link and follow-up (control) Leading (candidate adaptation) Intrusive
Chris Jarvis

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GASP - Journey

Recent & significant jobs/projects

decisions. Strengths and gaps

contributions, events/phases, initiatives, products, achievements, knowledge/understanding, analytical skill, written/numeric,

specialist & technical. attitudes & values, drives & motivation

Competencies from REAL experience

Interpersonal relations visualise with others Education, training, learning & development Personal & domestic topics - relevance/irrelevant Applicants questions about
the organisation and the job - current & prospective terms of employment
Chris Jarvis

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GASP: Supplying Information

cutting it short (horns/halo, premature judgement) equal opportunity to all candidates intimation of acceptance (verbal + non-verbal) Potential for misunderstanding. No promises. Communicating a decision

Career advice to rejected candidates? Culture?

Chris Jarvis

hints to attractive candidates (in a competitive situation) intra-organisational bargaining the decision in writing subject to references

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GASP: Parting

Signal closure - NVC plus maintain concentration clarify future steps - the selection schedule verify
stand up, move, parting courtesies
Chris Jarvis

dates - holidays and availabilities phone, post

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The Good Interviewer?

At times
well-prepared sharp & in focus, specific & rational at times intuitive as well as systematically analytical & evaluating picking up nuances and rationalisations stepping back to see the whole interaction, fitting things together and noting the time left and areas to cover.... Interviewer calmness helps the candidate to relax clear perception Positive regard for the other Aware of self and biases Use productive silences & seamless asking of questions. Counteracts habituated boredom in interviews

Chris Jarvis

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Yourself as an interviewer?

Good Points? Weaknesses? Interview exercise and analysis.

Chris Jarvis

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GASP Interview Issues

Premature decision Weak candidates make average candidates look good Unstructured interviews Propositions interview practice alone does not improve performance, training does Dramatic performance may not reflect job. Interviewees as actors. Panels - defer to influential. Poor correlation when choice is confidential Psychometric tests - weak evidence but belief/practice strong. Validity of the psychometric-objective model?
Chris Jarvis

Tentative, pre-determined views seldom altered at interview accept/reject within 3-4 min. Gather evidence to confirm first impression

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The Potential for Distortion

Stereotyping

Physical environment Psychological state Poor listening (active vs. passive listening) Lack of interviewer competence Defensive uniformities
Chris Jarvis

Halo, horns, doppleganger effects function & dysfunction

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Stereotyping

What is it? What form does it take? How does it occur? Common stereotypes Is there positive and negative value? Problems of signs, signifiers, interpretation. Body language Presentation of self - Front - stage and audience What dangers for fairness and equity?
Chris Jarvis

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Types of interviews APPRAISAL

One member of staff (usually a manager)

appraises aspects of the performance of another member of staff (usually a subordinate) Mediation and intervention mechanisms?

Chris Jarvis

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Types of Appraisal Interview

Tell and listen Tell and sell Joint problem-solving Mixed model interview

Chris Jarvis

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The appraisal process

Establishing the agenda The Interview Action planning Pre-interview form filling Handling disagreements e.g. grand parenting

Chris Jarvis

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Types of interviews COUNSELLING - 1

The manager as counsellor equipped for the role? Operational vs. personal counselling Directive Non-directive Dependency, confusion & responsibility Trust and genuine positive regard GASP: Mixed model with substantial unstructured component

Chris Jarvis

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Types of interviews COUNSELLING - 2

Opening up & expressing concerns (interviewee) Defining "the problems" how the interviewee sees and defines the problem Testing reality Mirroring assumptions Courses of action Closure and follow-up

Chris Jarvis

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Types of Interviews COMPLAINT/GRIEVANCE - 1

Moan, gripe, complaint Grievance - a formal complaint made by an employee

against a colleague or the organisation

Problems of "policy and procedure" Problem perception, information and power/status I'm OK, You're not OK. "Now I've got you, you SOS" Neutral processing Rescue the managers and establish KARMA
Chris Jarvis

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Types of Interviews COMPLAINT/GRIEVANCE - 2

Verifying the claim rights Importance of shared, agreed information Safeguards in procedure Formality of the interviews Recognising "the person" - perception of self and acting on the problem Equity the complainant and the "complained about"
the discrimination issue

Chris Jarvis

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Types of interview DISCIPLINE - 1

Rights not to be unfairly dismissed Natural justice & reasonableness in procedure Disciplinary action Reasons & "fair" dismissal"

Formally sanctioned, organisational action in which an

individual is informed that their work-related behaviour is not acceptable.

Chris Jarvis

Conduct, capability, redundancy, statutory rule, some other big reason Automatically unfair.

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Types of interview DISCIPLINE - 2

Informal, prior supervisory communication & guidance Minor conduct which runs counter to express & implied contractual obligations From irritation to substantial, non-fulfilment of obligations Gross misconduct (severed roots)

Chris Jarvis

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Types of interview DISCIPLINE - 3

Importance of evidence Defendant's rights law & natural justice Equitable procedures Very formal, systematic interviews Representation Corrective versus punitive action Interview tension and reaction the "afront" Recording and communication
Chris Jarvis

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Types of interview DISCIPLINE - 4

Stress, bullying and constructive dismissal Appeals Intra-organisational bargaining & authorisation Managerial powerlessness Consistency of supervision and communication The trust/separation puzzle

Chris Jarvis

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