20 questions for interviewer 1. Tell me about yourself.

Ice-breaking session- opening question in an interview To get to know the personality of the applicant a warm-up question 2. What do you know about our organization? To elicit products or services, revenues, reputation, image, goals, problems, management style, people, history and philosophy knowledge of the applicant To gauge applicants interest in the job 3. Why do you want to work for this company? To ensure that the applicant has done his/her research and are able to answer this question with authority and show a deeper understanding of the companys goals, marketing strategies, and history. 4. What is your ideal work environment? To give the interviewer a sense of applicants work ethic, flexibility work schedule, or creativity. Applicants positive attitude towards the work 5. What are your strengths and weaknesses? To measure the qualities in the applicant To know how the applicant has improved him/herself or situations or related things he/she has learned 6. What can you do for us that someone else can't? To know skills and interests To know his/her ability in setting priorities, identifying problems, and using experience and energy to solve them. 7. What do you find most attractive about this position? What seems least attractive about it? To identify the candidates liking and dislike in the post Applicant willingness to perform the job assign 8. Why should we hire you? To determine the candidates level of confidence, ability and experience 9. What do you look for in a job? To label his/her desire to perform and be recognized for his/her contributions 10. How open-minded are you to other members ideas? Do you consult members? How do you make decisions in general? To evaluate Self Management Skills Personal characteristics such as helper, self-learner, multi-tasker 11. Please give me your definition of [the position for which you are being interviewed]. To measure responsibilities and accountability To ensure that the candidate really do understand what the position involves 12. How long would it take you to make a meaningful contribution to our firm? To know applicants expectation in meeting pressing demands

Applicants expectation in knowing the organization and its needs well enough to make a major contribution. 13. How long would you stay with us? Applicants interest in a career with the organization To know applicants personality of achievement-oriented 14. Your resume suggests that you may be over-qualified or too experienced for this position. What's Your opinion? interest in establishing a long-term association with the organization interested in new opportunities 15. What is your management style? task oriented results-oriented paternalistic 16. Are you a good manager? Goal oriented person Confidence 17. What do you think is the most difficult thing about being a manager or executive? Competencies in handling and solving problems Skills, knowledge and attitude required to perform a particular job function successfully. 18. What important trends do you see in our industry? To know how well the applicant understand the industry Direction in which the business is heading. 19. What do you feel this position should pay? To stress the fact that the job itself is the most important thing To determine just how much the applicant wants the job 20. What are the key values of a leader? How do you demonstrate these values? To identify whether the applicant has people-oriented skills such as communicating, organizing and managing.

Steps for good interviewing 1. Know what you want out of the interview Prepare the interview adequately by determining exactly what information expected 2. Know when not to use the interview Not to be used because it would be nice to interview everyone or because appraisals would make employees feel like part of the organization

3. Treat the interview primarily as a communication event Understand the principles of good communication such as practicing good listening, giving and receiving feedback, and using receiver-oriented approaches

4. Follow up each response Interviewer must listen carefully to what has been said and then ask the speaker to follow it up or expand on it

5. Be flexible, but stick to the subject The respondent must feel comfortable enough to open up and free to explore related areas Interviewer maintains a moderate level of both control and flexibility remains free to communicate naturally

Probing techniques 1. Silence The participant will often expand or clarify a previously inadequate answer when the interviewer keeps in silence for at least 15 seconds.

2. Repeating the question or answer categories When the participant answer a question irrelevantly, bring the participant back to the topic by repeating the question.

3. Do not accept a Dont Know answer without probing at least once If the participant responds dont know, probe by asking well, what do you think? or I would like to know your opinion.

4. Use neutral probes that do not suggest answer All probes must be non-directive; the probe must not suggest any particular answer to the participant. Probes to be used when participant is hesitate in answering questions; shy to speak; participant not giving a complete report of thoughts Reassuring probes are needed when a participant seems to lack of confidence

5. Always cross reference When participant says something ambiguous and continue talking, probe to clarify a response.

6. Make probes consistent with the purpose of the question

Evaluate each response and choose the right kind of probe for relevance and clarity for inadequate answer.

7. Watch for irrelevant answers Acknowledge relevance answers and repeat the questions word-by-word, bur preface it in such a way that an additional answer is needed.

Structured and unstructured interviews Structured interviews Follow rather formal procedures. The interviewer follows a predetermined agenda, including a checklist of items or series of questions and statements designed to elicit the necessary information or interviewee reaction

Unstructured interviews Freewheeling exchanges May shift from one subject to another, depending on the interests of the participant To explore unknown areas in search for new ideas

Requirements for good communication 1. Awareness of feedback Interviewers need to be sensitive to the feedback that they give and to the feedback that others give them Feedback improves communication by allowing the sender to adapt his/her message to the needs of the receiver Enables the sender to determine whether or not the message has been received Good communicators try to read feedback, to adjust their message accordingly, and to provide good feedback themselves The most obvious feedback is facial expression and eye contact

2. Sensitivity to nonverbal behavior Sensitive to their own nonverbal behavior as well as to that of the receiver Nonverbal behavior include the facial expression, body movement, dress, voice quality, and posture of both participants Ones nonverbal behavior should be consistent with ones verbal behavior

3. Dynamic involvement Is the appearance of being physically involved The receiver should perceive that the sender is focused entirely on him/her Te interviewer should communicate this involvement by means of feedback and nonverbal behavior

4. Empathic listening

Occurs when the receiver is totally engrossed in what the speaker has said The empathic listener focuses on what the speaker says, not on the speakers method of presentation Empathic listener attempts to summarize and restate what has been said Empathic listener remains objective by withholding evaluation of what is being said

Responsibilities of an interviewer 1. To open and close the interview To introduce the panel, purpose and in closing to summarize the whole session and the follow-up after the session 2. To maintain adequate progress\ Good communication during interview requires the interviewer to focus on the behavior and attitudes of the interviewee

3. To provide adequate follow-up Using probing techniques to keep the progress of the interview

4. To ask appropriate questions

Questions asked should elicit relevant information that can be used to evaluate the interviewee

5. To make up appropriate reports Use all information gather to evaluate the interviewee fairly

Five specific uses of interview 1. 2. 3. 4. 5. 6. 7. informational employment counseling appraisal sales public relations customer

Interview preparation steps required 1. Purpose What is the purpose of the interview? What are the expected outcomes? What style is most appropriate relaxed or stressful? 2. Physical arrangement Is the physical setup consistent with the purpose? Is privacy adequate? What distractions should be eliminated? 3. Self-understanding Does the interviewer have awareness of his or her own strengths and weaknesses, prejudices, biases, perceptions, and other possible barriers to effective communication? 4. Understanding the other What is known or should be known about the interviewee? What are her/his values, aspiration, motives, and background?

Types of interview questions 1. Open question a question that opens the range of response 2. Closed question a question that closes the range of response 3. Mirror question a question that mirror back a response,

one asked for the purpose of clarification and elaboration 4. Leading question a question that attempts to lead the respondent in a particular direction 5. Loaded question a question that forces the respondent to choose among unattractive alternatives

Forms of communication. 1. verbal 2. non-verbal 3. graphic Types of communication. 1. Intrapersonal Is communication within the individual through the process of thinking and feeling. 2. Interpersonal Is interaction between two people on a one-to-one basis or in small groups. 3. Public communication Occurs when an organization communicates with a number of receivers at the same time. 4. Mass communication Is in contact with public through the electronic or print media.

Interview phases. 1. Screening phase Occurs between the time when the initial contact is made between a potential employer and employee A stage where only the suitable candidates are finally chosen The organization will contact the suitable candidates for a short interview Conducted by a member of the employment relations or personnel department Often short interview Mail or telephone process 2. Selection phase To reduce the number of applicants

 Face-to-face interview To get adequate information To evaluate the applicants An attempt by applicants to persuade the organization 3. Orientation phase A trial period for selected applicant A probationary period normally ranging from weeks to months Applicants will probably be given variety of jobs to determine where he/she fits in best Educational function Placement function