Successful Interviewing: Techniques for Hiring, Coaching, and Performance Management Meetings
American Management Association®
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Successful Interviewing: Techniques for Hiring, Coaching, and Performance Management Meetings Diane Arthur
American Management Association®
"2$$$ American Management Association. All rights reserved. This material may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America
Contents
About This Course How to Take This Course Pre-test
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1 Interviewing Basics
1
Introduction Types of Interviews Different Interviews and Their Objectives
Preparation
Review Relevant Paperwork Block Sufficient Time Plan an Appropriate Environment Plan Basic Nuestions
Interview Stages
Rapport-Building Introductory Core Confirmation Closing
Recap Review Nuestions
2 Legal Concerns
31
Introduction Key Federal Legislation Civil Rights Act of 1964 Equal Pay Act of 1963 Age Discrimination in Employment Act of 1967 Americans with Disabilities Act of 199$ Civil Rights Act of 1991 © American Management Association. All rights reserved.
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SUCCESSFUL INTERVIEWING
Conducting Legal Interviews Preventing Discrimination Charges
Documentation
What to Avoid Effective Note-Taking
Recap Review Nuestions
3 Questioning Techniques Introduction Competency-Based Nuestions
61
Key Competency Categories Characteristics of Competency-Based Nuestions Competency-Based Lead-ins
Additional Desirable Nuestioning Techniques Open-Ended Nuestions Hypothetical Nuestions Probing Nuestions Close-Ended Nuestions
How to Relate Different Nuestioning Techniques to Various Stages of the Interview Nuestioning Techniques to Avoid Multiple-Choice Nuestions Leading Nuestions
Recap Review Nuestions
4 How to Get the Most Out of Every Interview Introduction Encourage Interviewees to Talk Repetition Summarization Key Phrases Silence
Active Listening Talking Versus Active Listening Key Information Filter Out Distractions Thought Speed
Effective Body Language
What Constitutes Body Language Translations Differ Interpreting Body Language
Seek Contrary Information Techniques
Recap Review Nuestions © American Management Association. All rights reserved.
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CONTENTS
5 Applicant-Related Interviews Introduction Screening Interviews
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109
Occasions Telephone Screening Interviews Face-to-Face Screening Interviews
Campus
Traditional Versus Videoconference Interviews Areas of Focus
Employment Interviews
General ^ob-Suitability Stage ^ob-Specific Stage Goals-Centered Interviews
Reference-Check Interviews Guidelines for Obtaining Information Telephone References Written References
Recap Review Nuestions
6 Employee-Related Interviews Introduction Coaching
133
Praise Constructive Criticism
Counseling Interviews
Directive Approach Nondirective Approach
Grievance Interviews Focus on the Facts Allow for Emotions
Disciplinary Interviews Disciplinary Process Guidelines
Recap Review Nuestions
7 Assessment and Change-in-Status Interviews 153 Introduction Performance Evaluation
Preparing for the Interview Conducting the Interview
Internal Changes Promotion Transfer Demotion
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SUCCESSFUL INTERVIEWING
Termination Voluntary Involuntary
Exit
Nuestionnaires
Recap Review Nuestions
8 Dealing with Different Interviewee Types Introduction Nervous
173
Characteristics Adjustments
Talkative
Characteristics Adjustments
Aggressive
Characteristics Adjustments
Distraught
Characteristics Adjustments
Evasive
Characteristics Adjustments
Recap Review Nuestions Bibliography Post-test Index
© American Management Association. All rights reserved.
191 193 199
About This Course Say the word "nter'"e( to most managers and they are likely to respond that "nter'"e("n) is the responsibility of human resources professionals or, at best, that it should be a combined effort between human resources and managers. Pressed further, they will explain that it is not their job to interview. They are managers!not interviewers. In reality, managers as well as HR practitioners conduct interviews throughout their business day. On any given day, you, as a manager, are making interview-based decisions about whom to hire, promote, fire, discipline, or terminate. It is likely that you also call on interviewing strategies to accomplish your business objectives. Whether a manager or an HR practitioner, you need to understand how to conduct the various types of interviews in a correct and maximally effective way. The two primary goals for this course are to present typical business interview situations and to teach the skills needed to achieve success in each situation. The course guides you reassuringly through the process of 12 different types of interviews. Here you will learn the value of planning and preparing for the interview, including how to build rapport and to structure your environment and your time. By following this course, you will develop valuable techniques to get the most out of each interview, using active listening, careful questioning, and an understanding of body language. Essential information on documentation and legal issues offers solid and timely guidance to safeguard even the most inexperienced interviewer. The course incorporates current thinking on competency-based interviewing and numerous application exercises you can translate to your own interview experience. Throughout, you will be able to identify with the real-world scenarios illustrating the right and the wrong way to conduct an interview. Whether you are an HR practitioner or a manager, mastering the skills and strategies presented in *u,,ess/u0 1nter'"e("n)2 Te,hn"5ues /or 7"r"n) 8oa,h"n): and <er/or=an,e >ana)e=ent >eet"n)s will prepare you to be a more confident, productive, and effective interviewer.
© American Management Association. All rights reserved.
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SUCCESSFUL INTERVIEWING
Diane Arthur is president of Arthur Associates Management Consultants, Ltd., a human resources development firm based in Northport, New York. She has more than 2` years of human resources experience as a consultant, workshop leader, and lecturer, covering all facets of human resources, including interviewing skillsa equal employment opportunitya HR policies and proceduresa employee handbooksa position analysisa job descriptionsa performance appraisal systemsa employerbemployee relationsa disciplinarybgrievance proceedingsa orientation programsa training and development needs assessmentsa communication skillsa career planninga coaching and counseling. Arthur consults for a wide range of companies, including large corporations, nonprofit organizations, and the healthcare industry. Arthur is the author of numerous works dealing with human resources and general management. She has written many books for AMACOM, including The 8o=p0ete 7u=an @esour,es Wr"t"n) Gu"de: three editions of @e,ru"t"n): 1nter'"e("n): *e0e,t"n) C Dr"ent"n) Ee( F=p0oGees: and two editions of >ana)"n) 7u=an @esour,es "n *=a00 and >"d-*"Hed 8o=pan"es: as well as articles for various publications, including the Eat"ona0 Ius"ness F=p0oG=ent Week0G: <ersonne0: >ana)e=ent *o0ut"ons: *uper'"sorG >ana)e=ent: and 7@ Ko,us. Arthur is a highly rated AMA workshop leader and is listed in the 26th edition of Who’s Who "n the Fast. The publisher would like to thank the following people for their review of the manuscript of this course: Paul Falcone, Director of Employment and Development, Paramount Pictures, Hollywood, California, and Robert Lucas, President of Creative Presentations Resources, Inc., Casselberry, Florida.
© American Management Association. All rights reserved.
How to Take This Course
This course consists of text material for you to read and three types of activities (the pre- and post-test, in-text exercises, and end-of-chapter review questions) for you to complete. These activities are designed to reinforce the concepts introduced in the text portion of the course and to enable you to evaluate your progress.
PRE- AND POST-TESTS* Both a pre-test and post-test are included in this course. Take the pre-test before you study any of the course material to determine your existing knowledge of the subject matter. Submit one of the scannable answer forms enclosed with this course for grading. On return of the graded pre-test, complete the course material. Take the post-test after you have completed all the course material. By comparing results of the pre-test and the post-test, you can measure how effective the course has been for you. To have your pre-test and post-test graded, please mail your answer forms to: Educational Services American Management Association P.O. Box 133 Florida, NY 10921 All tests are reviewed thoroughly by our instructors and will be returned to you promptly. *If you are viewing the course digitally, the scannable forms enclosed in the hard copy of AMA Self-Study titles are not available digitally. If you would like to take the course for credit, you will need to either purchase a hard copy of the course from www.amaselfstudy.org or you can purchase an online version of the course from www.flexstudy.com.
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SUCCESSFUL INTERVIEWING
THE TEXT The most important component of this course is the text, where the concepts and methods are presented. Reading each chapter twice will increase the likelihood of your understanding the text fully. We recommend that you work on this course in a systematic way. Reading the text and working through the exercises at a regular and steady pace will help ensure that you get the most out of this course and retain what you have learned. In your first reading, concentrate on getting an overview of the chapter content. Read the learning objectives at the beginning of the chapter first. They will act as guidelines to the major topics of the chapter and identify the skills you should master as you study the text. As you read the chapter, pay attention to the headings and subheadings. Find the general theme of each section and see how that theme relates to others. Don’t let yourself get bogged down with details during the first reading; simply concentrate on understanding and remembering the major themes. In your second reading, look for the details that underlie the themes. Read the entire chapter carefully and methodically, underlining key points, working out the details of examples, and making marginal notes as you go. Complete the activities.
ACTIVITIES Interspersed with the text of each chapter you will find a series of activities. These can take a variety of forms, including essays, short-answer quizzes, or charts and questionnaires. Completing the activities will enable you to try out new ideas, practice and improve new skills, and test your understanding of the course content.
THE REVIEW QUESTIONS After reading a chapter and before going on to the next chapter, work through the Review Questions. Answering the questions and comparing your answers to those given will help you to grasp the major ideas of that chapter. If you perform these self-check exercises consistently, you will develop a framework in which to place material presented in later chapters.
GRADING POLICY The American Management Association will continue to grade examinations and tests for one year after the course’s out-of-print date. If you have questions regarding the tests, the grading, or the course itself, call Educational Services at 1-800-225-3215 or send an e-mail to
[email protected].
AMACOM Self Study Program http://www.amaselfstudy.org/
Pre-test Successful Interviewing: Techniques for Hiring, Coaching, and Performance Management Meetings
Course Code 96016 INSTRUCTIONS: @e,ord Gour ans(ers on one o/ the s,annaM0e ans(er /or=s en,0osed ("th th"s ,ourse. #?+#2+"!2002+!(%'2!1'#-(*
Change-in-Status
@%9!10+1)0+9!1!+/'&0+#-+1)0+0$%Ǵ’(+(.'&&(,+.-#4&09A0,+!-9+>#? interests. B0102$'-0+!+$!1")+?01400-+1)0+0$%Ǵ’(+!?'&'1'0(+!-9+1)0+>#?’( requirements and responsibilities.
Termination
Review details relating to termination.
Exit
Learn about how a terminating employee viewed his or her employment with the organization.
prior work experience and formal educationa relevant skills and abilitiesa and a demonstrated interest in the type of work they are applying for. Employment interviews are often conducted in stages: an HR representative conducts a general job-suitability interviewa the manager asks detailed, job-specific questionsa and the department head focuses on broader, goals-centered issues. © American Management Association. All rights reserved.
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SUCCESSFUL INTERVIEWING
@e/eren,e-,he,k "nter'"e(s
Reference-check interviews are usually reserved for candidates under serious consideration. They are intended to confirm what an interviewer learned during the employment interview and may reveal additional information that will support the extension of a job offer. The process includes talking with and possibly acquiring written information from former employers as well as verifying education credentials. Most professionals agree that personal references rarely have any merit, since the candidate will obviously list only those people likely to provide rave reviews.
8oa,h"n) "nter'"e(s
Coaching interviews are essentially developmental in nature. Managers usually conduct coaching interviews to identify an employee"s interests and aspirations, compliment recent accomplishments, offer assistance with a project or deadline, or make suggestions for improvement. Occasionally, coaching interviews address a specific on-the-job problem and as such act as a prelude to a counseling interview. Coaching interviews are informal and may occur at any time.
8ounse0"n) "nter'"e(s
Counseling interviews are formal sessions that address specific work-performance problems, such as excessive absenteeism, failure to complete assignments, or a violation of company policies and procedures. Together, the employee and his or her manager go over the particulars and develop a plan that should help the employee get back on course. A time line with specific objectives is usually established, with additional counseling interviews scheduled at frequent intervals. Counseling interviews often negate the need for disciplinary action.
Gr"e'an,e "nter'"e(s
Grievance interviews allow employees to express their concerns about some company policy, procedure, or practice. The HR representative should encourage employees to express their views during these sessions and try to work out a plan that will resolve any conflicts.
D"s,"p0"narG "nter'"e(s
Disciplinary interviews are formal sessions during which an employee is officially warned about a specific work-performance or policy infraction. If the warning remains unheeded and the infraction reoccurs, a written warning is usually issued. After several additional written warnings and possibly suspension, the employee could ultimately be terminated.
<er/or=an,e-e'a0uat"on "nter'"e(s
Performance-evaluation interviews should accomplish four key objectives: to summarize the employee"s on-the-job performance from the time of the last review, job change, or hirea to address how successful the employee has been in meeting mutually agreed upon goals or job expectationsa to set new goals; and to discuss the employee"s job or career aspirations. These formal © American Management Association. All rights reserved.
INTERVIEWING BASIC
7
interviews are generally conducted on an annual basis and any time there is a change in job status.
8han)e-"n-status "nter'"e(s
Change-in-status interviews generally refer to promotions but can also pertain to lateral transfers and demotions. The purpose of these interviews is twofold: to update the data file on the employee"s skills, knowledge, and job interests, and to determine whether there is a match between the employee"s abilities and the job"s requirements and responsibilities. Change-in-status interviews differ from employment interviews in that the applicants already work for the company. As such, a great deal is already known about the applicants in terms of their overall work habits and abilities, but not necessarily in relation to how well they are likely to perform the new job. Consequently, employees interested in changing jobs internally should always be interviewed.
Ter="nat"on "nter'"e(s
Termination interviews obviously concern employees who are being let go. The purpose of the interview, however, goes beyond telling someone that they are being terminated. It includes reviewing termination-related specifics, such as determining the employee"s last day of work, identifying items to be turned in, reaching an understanding about how reference checks will be handled, and offering assistance to help the employee find another job.
FP"t "nter'"e(s
Exit interviews are intended to reveal information about how a terminating employee viewed various aspects of his or her employment with the organization, such as the working conditions, employer-employee relations, and policies and practices. This information can be especially useful when hiring in the future, revising policies and procedures, and examining morale or productivity problems in a particular department.
What techniques would you use to achieve the objectives for each type of interview? INTERVIEW TYPE OBJECTIVE
TECHNIQUES
Screening
Establish continued interest.
Campus
Find students with potential career goals.
Employment
Match people with jobs.
Reference-Check
Confirm the employment interview. Reveal additional information. Apply What You Learn . . . continued on next page.
© American Management Association. All rights reserved.
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SUCCESSFUL INTERVIEWING continued from previous page.
INTERVIEW TYPE OBJECTIVE Coaching
TECHNIQUES
;90-1'/5+!-+0$%Ǵ’(+'-10rests/goals. Compliment accomplishments. Offer assistance. Make suggestions for improvement.
Counseling
Address work-performance issues. Develop an action plan.
Grievance
Allow employees to express concerns.
Disciplinary
Warn or write-up employees.
PerformanceEvaluation
Summarize on-the-job performance. Address success in meeting goals. Set new goals. B'("6((+0$%Ǵ’(+!(%'2ations.
Change-in-Status
@%9!10+0$%Ǵ’(+9!1!+/'&0* Match employee’s abilities with requirements.
Termination
Review details relating to termination.
Exit
Learn about a terminating employee’s views.
PREPARATION
A commonly held but erroneous belief is that interviewing does not require any degree of preparation. The perception is that a typical interview consists of two or more people sitting down together, talking. As they talk, one person!the interviewer!asks questions and the other!the applicant or employee!answers the questions. Such an impression is based largely on observations of interviews conducted by seasoned interviewers, who certainly can make interviews seem like effortless conversation. It is, however, inaccurate, because these interviewers have put a great deal of work behind this casual front by completing four important preparatory steps: reviewing relevant paperwork, blocking sufficient time, planning an appropriate environment, and planning basic questions. Review Relevant Paperwork Effective interviewers recognize the importance of reviewing all relevant paperwork prior to meeting with an applicant or employee dExhibit 1I2e.
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INTERVIEWING BASIC
9
Relevant Paperwork Type of Interview
Paperwork
Screening
C%%&'"!-1’(+20(6$0 Job description
Campus
Brochure or CD-ROM describing the company List of available and anticipated openings ana)"n) 7u=an @esour,es "n *=a00 C >"d-*"Hed 8o=pan"es. 2nd ed. New York, NY: AMACOM, 199`. Burley-Allen, Madelyn. \"sten"n)!The Kor)otten *k"00. 2nd ed. New York, NY: ^ohn Wiley & Sons, Inc., 199`. Cook, Mary F. ded.e. The Q>Q 7andMook /or F=p0oGee @e,ru"t=ent and @etent"on. New York, NY: AMACOM, 1992. Edwards, Mark R. and Ann ^. Ewen. TY] De)ree KeedMa,k. New York, NY: AMACOM, 1996. Harris, ^im and ^oan Brannick. K"nd"n) and ^eep"n) Great F=p0oGees. New York, NY: AMACOM, 1999. Lundin, William and Kathleen Lundin. Work"n) ("th D"//",u0t <eop0e. New York, NY: AMACOM, 199`. Sack, Steven Mitchell. Kro= 7"r"n) to K"r"n). Merrick, NY: Legal Strategies Publications, 199`. Thomas ^r., R. Roosevelt. IeGond @a,e and Gender. New York, NY: AMACOM, 1991. Vernon-Oehmke, Arlene. F//e,t"'e 7"r"n) and QDQ 8o=p0"an,e. New York, NY: AMACOM, 1992.
© American Management Association. All rights reserved.
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SUCCESSFUL INTERVIEWING
Wagner, Ellen ^. *ePua0 7arass=ent "n the Workp0a,e. New York, NY: AMACOM, 1992. Walsh, ^ames. @")ht/u0 Ter="nat"on. Santa Monica, CA: Merritt Publishing, 1994.
NEWSLETTERS 7@ \e)a0 @eport: Society for Human Resource Management: 6$6 North Washington Street, Alexandria, VA 22314. HR Manager’s Legal Reporter, Ransom & Benjamin Publishers LLC: 21 East Main Street, Mystic, CT $63``.
© American Management Association. All rights reserved.
Post-test Successful Interviewing: Techniques for Hiring, Coaching, and Performance Management Meetings
Course Code 96016 INSTRUCTIONS: @e,ord Gour ans(ers on one o/ the s,annaM0e ans(er /or=s en,0osed ("th th"s ,ourse.
