DOCSLIB.ORG

Conducting a Structured Interview

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Conducting a Structured Interview Conducting a Structured Interview Looking for a way to streamline your interviews and make better hiring decisions? If so, you may want to consider using a structured interview format. Structured interviewing simply means using the same interviewing methods to assess candidates applying for the same job. Structured interviews are twice as effective as unstructured interviews and will help ensure that each candidate is evaluated fairly. To help you get started with structured interviews here is brief overview of the components: • Know what you are looking for! - (this is not just the job description) It’s important to have a firm understanding among your team and hiring managers about what you’re looking for from candidates. You should do a job analysis to identify the tasks of the role and the attributes and behaviors that make someone successful in that job. Clearly defined responsibilities, attributes and behaviors will drive the creation of appropriate interview questions. • Create your questions. - There are two kinds of structured interview questions: behavioral and hypothetical. Behavioral questions ask candidates to describe prior experiences and match those to what is required in the current job (i.e., “Tell me about a time…?”). Hypothetical questions present a job-related hypothetical situation (i.e., “What would you do if…?”). To get the most out of a structured interview the questions you ask for each category should be customized to help you identify the traits, abilities, and skills that the applicant possesses. • Know what a good answer sounds like. - In advance, think about what a excellent, fair, or poor answer would be for each question. Make a note of what you are looking to hear in a response from a candidate. • Create an evaluation form. - When you conduct your interviews use a standard evaluation form to score each answer. You can use our complimentary form or create your own. This is designed to help you get started with Structured Interviewing and Behavioral Interviewing. If you are looking for additional support or need help developing your interview questions, please feel free to ask your WorkRocket representative for more information. We recommend you also explore additional resources such as the following guide from the Society for Human Resource Management (SHRM) Link to the SHRM Guide WorkRocket, Inc. 17 00 Bayberry Court Richm ond, VA 23226 804- 332-6396 www.workrocket.c om WorkRocket Pub. WR-SI062018 Interview Evaluation Form Applicant Name: Interviewer Name: Interviewed for Job Role: Date / Time of Interview: Poor OK Excellent Notes: Was the applicant prepared for the interview? Q1 (Researched company, arrived on time, dressed appropriately?) Notes: Does their experience appear to match what's Q2 needed? (Work experience, life experience, volunteer work?) Notes: What type of credentials do they have? Q3 (Education, licenses, certifications?) Notes: How are their interpersonal skills? Q4 (Friendly, smiling, outgoing, kind, distant, fun, interactive?) Notes: How good are their communication skills? Q5 (Written skills - resume, application, verbal skills) Notes: Do they have technical skills? Q6 (Specific technical tools, approaches, examples?) Notes: How well did they answer teamwork related Q7 questions? (Likes working with others, good rapport?) Notes: How well did they answer customer service Q8 related questions? (Customer focused, good listener, problem solver?) Notes: How open did they appear to be about learning Q9 new things? (Willing to learn, attend training, accept feedback, coachable?) Notes: How interested did the applicant seem in getting Q10 the job? (In the job, the pay, the hours, the work requirements?) Add up the number of checkmarks for each rating, Additional notes: poor, ok, excellent (total should = 10) ---------------------> Overall impression of the applicant? (circle one) Poor OK Excellent Recommend moving forward with this applicant? No Yes (circle one) Don’t ask or document the following information on the form: IMPORTANT NOTE: • Candidate gender or gender identity DO NOT ask questions related to demographic, gender, or other protected-class information that • Candidate marital or family status may violate labor laws. Even seemingly harmless data, such as a candidate’s date of birth, can cause • Candidate race, ethnic or religious background unintended interviewer bias based on age and violate federal law. For more information refer to: • Candidate age or date of birth • Candidate location (it’s okay to indicate candidate’s preferred work location) Https://www.eeoc.gov/employers/smallbusiness/faq/what_shoudnt_i_ask.cfm • Candidate disability or pregnancy This Interview evaluation form provided courtesy of WorkRocket 1700 Bayberry Ct. Richmond VA 23226 www.workrocket.com Tel: 804-332-6396 .
Load more

Recommended publications
  • Precarity and Asymmetries in Media Production: How Freelancers
    Precarity and Asymmetries in Media Production: How Freelancers Experience their Working Conditions as Users of Coworking Spaces Laurie Heise 15th June 2018 Malmö University Faculty of Culture and Society K3 - School of Arts and Communications Master’s Programme in Media and Communication Studies: Culture, Collaborative Media, and the Creative Industries One-Year Master’s Thesis (15 Credits) Spring 2018 Supervisor: Per Möller Examiner: Ilkin Mehrabov Abstract This master’s thesis investigates how freelancers experience job precarity and asymmetrical power relations which have been established within the media production industry as well as the relevance and value of coworking spaces providing a workspace with the possibilities of knowledge sharing, networking and community building, as a framework in order to challenge their precarious working conditions. Furthermore, the research aims at examining the participants’ experiences in a qualitative manner to explore those rather new concepts of freelancing and coworking spaces as previous research has failed to address the individual experiences of how freelancers deal with the nature of work in the media production industry. Situated in the context of the structural changes within media production towards a project-based nature of work and the decrease of permanent employment, freelancers are increasingly facing precarious working conditions such as uncertainty and instability. Applying the theory of structure and agency as theoretical framework, it is discussed to what extent freelancers are influenced by the established structures, rules and norms within the media production industry and how their agency is enabled within these structures. Using a qualitative research approach, this study is based on an investigation of the experiences and knowledge of eleven freelancers working in the media production industry and who are users of coworking spaces by the means of semi-structured interviews.
    [Show full text]
  • Attachments 16-17
    ATTACHMENT 16A List of studies, reports and research projects: FY17 Topic/Name Purpose Status/ Funding Author Completion Date DC Annual Economic Detailed analysis of population Completed DOL/ETA DOES/Office of Labor Report demographics, labor market, job market, 9/30/2017 Workforce Market Research and and occupational employment trends and Information Performance activities. Grant Washington DC Hot Includes occupations that show a favorable Completed DOL/ETA DOES/Office of Labor Jobs mix of current hiring demand (job openings 6/30/2017 Workforce Market Research and and average hires), projected short-term job Information Performance growth and median wages. Grant DC Monthly Labor Includes monthly report of selected labor Monthly DOL/ETA DOES/Office of Labor Market Indicators market indicators Workforce Market Research and Information Performance Grant Washington DC Includes DC Industry and Occupational Completed DOL/ETA DOES/Office of Labor Industry and Short-Term Projections (2016-2018) 3/30/2017 Workforce Market Research and Occupation Short term Information Performance Projections Grant Washington DC Includes DC and DC region Industry and Completed DOL/ETA DOES/Office of Labor Industry and Occupational Long-Term Projections 6/30/2017 Workforce Market Research and Occupation Long term (2014-2024) Information Performance Projections Grant 1 List of studies, reports and research projects: FY18 Topic Purpose/Methodology Research Question Due Date Funding Author Benefits of Treatment Effects/Econometrics Impact of training 9/30/2018 DOL/ETA DOES/Office of Training program received by Workforce Labor Market Programs in DC Dislocated workers in Information Research and DC and likelihood of Grant Performance being employed after receiving training.
    [Show full text]
  • How Māori Precariat Whānau Navigate Social Services
    Copyright is owned by the Author of the thesis. Permission is given for a copy to be downloaded by an individual for the purpose of research and private study only. The thesis may not be reproduced elsewhere without the permission of the Author. How Māori precariat whānau navigate social services. A thesis presented in partial fulfilment of the requirements for a Master of Arts in Psychology At Massey University New Zealand Delta King 2017 Abstract Rates of poverty and hardship are a persistent social concern in Aotearoa with far too many people, particularly Māori, vulnerable to insecurities in work, income, housing, food, and other essentials. In order to ‘make ends meet’, many people seek support from the welfare system, which has become less responsive to their needs. This has resulted in the need for advocates to support whānau to navigate services and access their entitlements for support. To understand such issues, it is useful to consider the concept of the ‘precariat’ or emerging social class of people who often find themselves rotating between insecure employment, unemployment and reliance on charity to survive. The purpose of this study was to investigate experiences of two precariat whānau in navigating welfare and social services in the context of the global rise of the precariat. I also explore the experiences of two service advocates who help precariat whānau in navigating the welfare system. The design and conduct of this study was guided by Kaupapa Māori Theory (KMT) and Kaupapa Māori Research (KMR) and utilized qualitative methods, including repeat semi-structured interviews. My approach enabled participants to share their experiences of how the present welfare system operates, their strategies for accessing resources, and the broader implications for precarity within everyday lives.
    [Show full text]
  • Ivory Tower Report .Pdf (5.236Mb)
    Working for a Living Around the Ivory Tower Andrew Stevens, PhD Faculty of Business Administration University of ReginaWorking for a living around the ivory tower 1 Table of Contents Acknowledgements ............................................................................................................................ 3 Executive summary ............................................................................................................................ 4 Methods ............................................................................................................................................ 7 The “living wage”: A background ........................................................................................................ 8 Workers left out .......................................................................................................................................................................................... 8 A living wage movement takes off ...................................................................................................................................................... 8 The impact of a living wage ................................................................................................................................................................... 9 Calculating the living wage ................................................................................................................................................................. 10 What does the University
    [Show full text]
  • Equal Opportunity/Affirmative
    EQUAL OPPORTUNITY/AFFIRMATIVE ACTION HANDBOOK The Employment Process To strengthen the recruitment and selection process and to ensure equal employment opportunity, all relevant facts concerning the vacancy must be This handbook offers guidelines for those conducting interviews and checking known. A job description listing the responsibilities and duties assigned to the references to ensure equal opportunity hiring. These guidelines are designed for position and the qualifications necessary to perform the job should be used as a activities in the formal selection process, but are just as legally binding in basic reference document for recruiting and screening prospective employees. social settings. Voluntary information given by applicants in social settings does not justify follow-up questions to seek further non-job related informa- The function of department interviews should be to gather pertinent informa- tion. tion about the candidate’s work experience, education, skills, and abilities to determine their suitability for vacancies. The following guidelines are not The objective of an Equal Opportunity/Affirmative Action Program is to hire intended to restrict your ability to select the most qualified individual for a the best qualified individual based on objective, relevant information. Selection position, but rather to ensure that unlawful discriminatory criteria are not used procedures should be equivalent for all candidates. Questions, interviews, and in the employment process. interview meetings need to remain consistent throughout the selection process. Pre-employment inquires about an applicant concerning race, religion, sex, sex- Please review the information in this handbook carefully before conducting job ual orientation, national origin, age, or disability are unacceptable either when interviews.
    [Show full text]
  • BEHAVIOR-BASED STRUCTURED INTERVIEW QUESTIONS Office of Human Resources – E M P L O Y M E N T
    BEHAVIOR-BASED STRUCTURED INTERVIEW QUESTIONS Office of Human Resources – E m p l o y m e n t ADAPTABILITY Definition: Maintains effectiveness when experiencing major changes in work tasks or the work environment; adjusts effectively to work within new work structures, processes, requirements, or cultures. Many jobs in state government require employees to be effective in various situations. Some jobs involve a wide range of tasks while other jobs require work with clients and/or individuals who have different cultural, social, and economic backgrounds. Possible Questions – ADAPTABILITY 1. Describe how you adjusted when priorities or procedures were changed. 2. Describe a work situation when you interacted with people from different cultural, social, and economic backgrounds. Were you effective? How? 3. How have you remained effective in your job when you experienced changes such as reorganization, a new supervisor, new procedures, legislative changes, or conflicting priorities? 4. Have you ever had to move from one group to another? What adjustments did you have to make? 5. What strategies would you use in a small group meeting if there were divergent opinions or solutions proposed to solve a problem? 6. Have you ever had the primary mission of your job or a task change completely in a short period of time? What did you do? ANALYTICAL THINKING Definition: Identifies issues; obtains relevant information, relates and compares data from different sources, and identifies alternative solutions. All jobs call for some degree of analysis to evaluate a situation and find problems or opportunities -- or, to anticipate potential problems or opportunities. The people in these jobs must be able to do two things.
    [Show full text]
  • Exploring Precarity
    Exploring Precarity: The Perceptions, Experiences and Emotional Labour of Young Adult Social Care Workers in Teesside Duncan Fisher, PhD candidate, Teesside University Supervisors – Professor Rob MacDonald, Dr Lorenza Antonucci, Dr Anthony Lloyd Context What can a study of young social care workers tell us Study Implications about the way that care and caring is rewarded and Adult social care is a heavily gendered, under-resourced regulated in the UK welfare and care regime context? The study will be relevant to theories of youth, of social care and under-valued sector of the UK labour market. Can theories of emotional and affective labour aid our work and of contemporary conditions of precarity and Precarious working conditions are common, and the understanding of skills in adult social care? precarious work. Furthermore, it will have implications for sector’s high turnover rate reveals particular difficulties policy and practice in improving the status and conditions of with the retention of young people. Tom Montgomery et How can the working conditions, prospects and social care work. al. raise the question of whether policy interventions standards of living for young adult social care workers aimed at attracting young people to the sector risk be improved? What policies and practices can be Selected References perpetuating patterns of precarious employment during devised and promoted to these ends? youth transitions (2016: 2). This presentation sets out the Daly, M. and Lewis, J., 2000. The concept of social care aims and thinking of a new doctoral study of the Theory and Methods and the analysis of contemporary welfare states. The perceptions and experiences of 18- to 30-year-old social British Journal of Sociology, 51(2), pp.281-298.
    [Show full text]
  • Technical Report Parent Structured Interview Study PROCEDURES, INSTRUMENT DEVELOPMENT, SAMPLES, AND
    Technical report parent structured interview study PROCEDURES, INSTRUMENT DEVELOPMENT, SAMPLES, AND SHOWCASES MAIN AUTHORS: MARTINE BROEKHUIZEN, KATHARINA EREKY-STEVENS, KATRIN WOLF, THOMAS MOSER 1 Technical report parent structured interview study PROCEDURES, INSTRUMENT DEVELOPMENT, SAMPLES, AND SHOWCASES MAIN AUTHORS: MARTINE BROEKHUIZEN, KATHARINA EREKY-STEVENS, KATRIN WOLF, THOMAS MOSER CONTRIBUTING AUTHORS: PAUL LESEMAN, YVONNE ANDERS, EDWARD MELHUISH, AYÇA ALAYLI, RYANNE FRANCOT, EBRAR GÜLEC, KONSTANTINOS PETROGIANNIS, CECÍLIA AGUIAR, JANA OBROVSKÁ Document Identifier D2.2 Technical report and first descriptive results on the parent structured interview study Version 1.0 Submission date 30 November 2018 Work Package WP2 Resources, experiences, aspirations and support needs of families in disadvantaged communities Lead Beneficiary UU 2 PARTNERS INVOLVED Number Partner name People involved 1 Universiteit Utrecht Martine Broekhuizen, Paul Leseman, Ayça Alayli, Ryanne Francot 2 University of Oxford Katharina Ereky-Stevens, Edward Melhuish 3 University of South- Thomas Moser Eastern Norway 6 Freie Universität Berlin Katrin Wolf, Yvonne Anders 10 Instituto Universitário de Cecília Aguiar Lisboa 11 Hellenic Open University Konstantinos Petrogiannis 17 Masarykova Univerzita Jana Obrovská ACKNOWLEDGEMENTS Data collection coordinators This study could not have been conducted without the relentless efforts of the data-collection coordinators. Countries Institute Data-collection coordinators Czech Republic Masarykova Univerzita Lenka Kissová,
    [Show full text]
  • Structured-Interviews.Pdf
    Structured Interviews Presented by the U.S. Office of Personnel Management 1 Training Objectives • Section 1: Overview of Structured Interviews • Section 2: Developing a Structured Interview • Section 3: Conducting a Structured Interview • Section 4: Evaluating a Structured Interview • Section 5: Tips for Effective Interviewing 2 Section 1: Overview of Structured Interviews 3 What Is a Structured Interview? • An assessment method designed to measure job- related competencies by systematically inquiring about a candidate’s behavior: • In past experiences and • In proposed hypothetical situations • Uses a standardized questioning and scoring process for all candidates 4 Key Standardized Features • All questions are developed by Subject Matter Experts (SMEs) based on job-related competencies • All candidates are asked the same predetermined questions and in the same order • A panel of trained interviewers takes detailed notes on candidates’ responses • All responses are evaluated using the same rating scale and standards for acceptable answers 5 Why Are Structure and Standardization so Important? • Validity • Reliability • Fairness • Practicality • Allows the structured interview to meet legal and professional standards for an assessment method 6 Section 2: Developing a Structured Interview 7 Eight Key Steps 1) Review Job Analysis Material 2) Determine the Competencies to be Assessed 3) Develop the Interview Questions 4) Develop the Probe Questions 5) Develop the Rating Scale 6) Pilot Test the Questions and Interview Process 7) Develop an
    [Show full text]
  • 2020 Gender Pay Report
    BOEING IN THE UK Anna Keeling and Emily Jones Boeing Employees Gender Pay Amani Alonazi Boeing Employee Report 2020 Photo of two female Boeing employees working together. Photo of a female Boeing employee posed in a factory. Photos cropped in equal sign. GENDER PAY REPORT 2020 FOREWORD Equity, diversity and inclusion are part ongoing challenge to improve on these of our values at Boeing. Every day tens numbers, and we are wholeheartedly of thousands of employees from around committed to making progress. the world uphold our commitment to create an environment in which every Between 2016 and 2020, gender teammate is respected, valued and representation of our global workforce inspired to contribute to our shared was consistent with the aerospace long-term success. industry. Being “on par” with the industry, however, is not good enough. To do so, we need to empower We want to set a new bar for gender one another to speak up and voice balance in aerospace. concerns. We need to get ideas on the table, seek out and surface issues In 2020, we continued to build our talent before they become major problems, pipeline through our support of young and challenge behaviours. We need to women in STEM and professionals listen to and learn from one another, returning to the workforce after taking lifting all voices so we can better a career break. We also continued to innovate and operate. Together, we’ll develop and promote our family-friendly make meaningful changes to our and flexible working policies for all company culture, creating an open, employees in the UK.
    [Show full text]
  • An Examination of a Mentoring Culture: Supports and Benefits of Mentorship in a Formal Academic Program
    An Examination of a Mentoring Culture: Supports and Benefits of Mentorship in a Formal Academic Program Toni Hawkins-Scribner July 2021 In partial fulfillment of the requirements for the degree of Doctor of Education in Leadership and Learning in Organizations Peabody College of Education and Human Development, Vanderbilt University Acknowledgments & Gratitude ~ First, I want to acknowledge my advisor, Professor Erin Henrick, and Cohort Four in the LLO Program. Your combined experience and insight have been incredibly valuable to me while on this doctoral journey. However, more important to me than your professional expertise is that you have become my friends and colleagues. I look forward to serving with you as scholar- practitioners and staying connected for future counsel, advice, & discourse. ~ Dr. Arthur Langer, mentors & mentees, & the EMSTM Program ~ thank you for extending your experiences, wisdom, & precious time during this unpredictable, challenging time of our lives. I am forever grateful for the opportunity to better understand, translate, & share your authentic narratives on mentorship. ~ I would be remiss if I did not also acknowledge and thank the faculty of the LLO program. You have challenged my thinking, opened my eyes to many important issues involving learning and education communities, and provided me to ways to utilize my ideas, voice, & skills. Thank you for introducing me to my capabilities, power, strengths, & weaknesses. ~ Last and most importantly, I owe a debt of gratitude to my family. Michael, you never say ‘no’ to any of my crazy ideas (even achieving educational goals). You fill my heart, spirit, and mind — WE would not be here today without your love, humor, & support — the next season of our beautiful life together now begins.
    [Show full text]
  • Practitioner Resistance to Structured Interviews: a Comparison of Two Models
    PRACTITIONER RESISTANCE TO STRUCTURED INTERVIEWS: A COMPARISON OF TWO MODELS Samantha Nesnidol A Dissertation Submitted to the Graduate College of Bowling Green State University in partial fulfillment of the requirements for the degree of DOCTOR OF PHILOSOPHY August 2019 Committee: Scott Highhouse, Advisor Stefan Fritsch Graduate Faculty Representative Richard Anderson Michael Zickar ii ABSTRACT Scott Highhouse, Advisor Despite the superior reliability and validity of structured interviews over unstructured interviews for selecting employees, human resource (HR) practitioners’ resistance to structured interviews is a documented phenomenon in organizational research. Research examining theoretical models of reasons for this resistance, however, are limited (Dipboye, 1994, 1997; van der Zee, Bakker, & Bakker, 2002). Using a sample of 227 Amazon’s Mechanical Turk (MTurk) workers with previous hiring experience in their current organizations, the current study compares the ability of the theory of planned behavior (Ajzen, 1991) and the technology acceptance model (Davis, 1986; Davis et al. 1989), to explain resistance to using structured interviews for employee selection. Results of structural equation modeling using robust maximum likelihood estimation found the technology acceptance model to be a better explanation for the data compared to the partially supported theory of planned behavior. Both the theory of planned behavior and the technology acceptance model predicted roughly the same amount of variance in structured interview use behavior, 42% and 40% respectively. Implications as well as both theories ability to stimulate further research on acceptance of structured interviews for employee selection, and inform the development of strategies to overcome this resistance is discussed. iii Dedicated to my partner, family, and academic advisor for their continual support.
    [Show full text]