The document discusses the interview process as an important HR component for selecting candidates. It defines an interview as a conversation to elicit information from an applicant. The main purposes of an interview are to assess an applicant's suitability, compare them to other candidates, and decide if they should be hired. Effective interviews are carefully planned, with structured questions, in a private environment. Interviewers should ask job-related questions and avoid illegal topics. Perceptions and biases can influence evaluations, so interviewers must be objective.

1. The Interview Process
As an HR component

2. Definition
• A conversation in which one person
(the interviewer) elicits information from another
person (the subject or interviewee). A transcript or
account of such a conversation is also called an
interview.
In HR perspective:-
• A somewhat formal discussion between a hirer
and an applicant or candidate, typically in person,
in which information is exchanged, with the
intention of establishing the applicant’s suitability
for a position.

3. Purpose of an Interview
• The interview is the most critical component of the entire
selection process. It serves as the primary means to
collect additional information on an applicant. It serves as
the basis in assessing an applicant's job-related
knowledge, skills, and abilities. It is designed to decide if
an individual should be interviewed further, hired, or
eliminated from consideration.
• An agency uses the interview not only to select new
employees and determine a fit, but also to sell the agency
and themselves to applicants and to create favourable

4. Purpose of Interview
An effective interview is one that is carefully planned
and well-conducted and provides the opportunity to:
• Observe an applicant's attributes that will affect job
performance, i.e. ability to communicate; ability to reason and
understand; temperament, personality and character; etc.
• Obtain additional information on the applicant's education, work
experience, job-related interests, and other information that can
fill in the gaps on the resume or application form.
• Identify the extent of the applicant's knowledge, skills, and other
competencies by inquiring about past performance and
achievements.
• Compare an applicant's strengths and weaknesses with those
of other applicants.
• Describe the job, what the agency expects of employees, and

5. Planning of an Interview
• Style:-
1. Situational:
The situational interview determines how the
applicant responds to real work situations that
can be measured through hypothetical, role
play, or actual problem solving situations.
2. Personality Profile:
The personality profile evaluates traits
important to the success of the individual in
the position.

6. Planning of an Interview
3. Stress Interview:
Stress interviews measure applicants' abilities
in dealing with highly stressful situations.
4. Behavioural Interview:
The behavioural interview bases questions on
past performance, assuming that individuals
will do at least as well in a new position as in
previous positions.

7. Planning of an Interview
• Structure:-
1. Structured:
Structured interviewing involves approaching the
interview with a pre-planned agenda. The
interviewer knows ahead of time what s/he will
ask and tries to stick to it. Some interviewers will
ask the questions in order, and others will take a
more relaxed approach but still address all of the
pre-planned questions.

8. The Interview Process
2. Unstructured:
Here the interviewer does not have a
prepared agenda and allows the applicant to
set the pace of the interview. This style of
interviewing does not always provide the
necessary information on which to base a
selection decision.
3. Semi-Structured:
A semi-structured interview will work best for
most types of positions. An interview guide or list
of questions in a certain order is developed and
used during the interview. The guide, however,

9. The Interview Process
• Time Allotment:-
There is no specific time allotment
magic mantra. The crux is that there
should be enough time to discuss all
the parameters of the interview.
But, the interview should not be so
long that irrelevant information.

10. The Interview Process
• The Environment:-
1. Privacy:
Applicants need to be assured that their
interview is private.
2. Distractions:
Distractions of any sort interrupt the
applicant's and interviewer’s concentration and
waste valuable time.

11. The Interview Process
• Format:-
1.Greeting/Small Talk:
This step is to build rapport and put the applicant
at ease to enhance the free exchange of
information. Greet the applicant by name and with
a firm handshake, introduce yourself, and engage
in a bit of small talk on a noncontroversial topic -
the weather, parking, etc.
2. Orientation:
Briefly describe for the applicant how the interview
will proceed: questions from the interviewer,
information on the position and the agency, and

12. The Interview Process
3.Work Experience and Education:
Since past performance is the best predictor of
future performance, ask for concrete examples of
past successes and challenges. If the applicant
has little or no work experience, focus on any
positions held. Education includes not only high
school or college, but specialized or related
training as well.
4. Outside Activities/Interests:
This is optional and should focus on skills or traits
that are job related and would contribute to
successful job performance. Caution should be

13. The Interview Process
5. Summary of Strengths/Weaknesses:
Ask the applicant to identify strengths and weaknesses
as they relate to past employment experiences, how
strengths would be applied on the job, and how
weaknesses have affected past work performance and
what is being done to improve.
6. Selling the Position & Organization:
It is time to tell the applicant about the position and the
agency. Begin the transition into this part of the interview
by asking what the applicant knows about the position
and the organization. Present the position and the
agency positively. Describe the duties and

14. The Interview Process
8. Close of Interview:
Explain the next step in the selection process.
Arrange for subsequent interviews, if necessary.
Express appreciation for the opportunity to meet
and learn about the applicant. Give them some
idea as to when a selection decision will be
made. Be careful not to make any oral
commitments or recommendations about the
applicant's employment prospects.
9. Document the Interview:
Take notes during the interview, recording key
job-related points without interrupting the flow of

15. What can be asked in an
Interview ???
• About ability to perform specific job functions with or
without reasonable accommodation.
• About qualifications and skills, i.e. education,
experience, certifications, etc.
• To describe or demonstrate how they would
perform job tasks with or without reasonable
accommodation.
• Questions about current legal- illegal matters.

16. What not to ask in an Interview
???
• Direct or indirect questions relating to race, religion,
colour, sex, national origin, age, political opinion or
disabilities.
• Questions relating to illnesses, diseases,
hospitalizations, physical defects, prescribed drugs,
drug addiction or alcoholism, workers compensation
history.
• Conviction records, unless job related.
• Garnishment records, credit or finance information.
• Personal topics (date of birth, marital status, physical
characteristics, number and ages of dependents, child
care issues, contraceptive practices, family plans,

17. Role of Perception in Interview
• First impression
The first impression is made based on how a person
looks and acts compared to how we think they should
look and act to work in the position or the organization.
First impressions are made within a few seconds and
without us even knowing we are forming a first
impression. Therefore, it is the most common and
probably the most damaging influence with respect to
interviewing.
• Statements
The statements, even if they are job-related, should not
affect judgement about the applicant's suitability for the
position. The statements should be weighed in relation

18. Questioning Techniques
Several questioning techniques are used:-
1. Open-ended(neutral) questions
2. Probing questions
3. Rephrasing and Paraphrasing
4. Summarizing
5. Close ended questions.

19. Interview Evaluations
When evaluating an applicant's responses to
interview questions, it is to be kept in mind that
evaluation means finding past examples
and present demonstration of abilities in order to
predict future performance.
• Evaluate the applicant's responses against the
requirements of the job.
• Cite specific evidence to support ratings or
evaluations.
• Be as objective as possible when assessing an
applicant's strengths and weaknesses.

20. Interview Evaluations
• Avoid the most common biases:
– Personal biases or stereotypes - based on how we
think people of a given age, race, affiliations, etc.
should appear, think, feel, act, and respond.
– "Halo" effect - the interviewer tends to credit an
applicant with too many positive attributes based
on one strong point on which the interviewer
places high value and underestimates the negative
characteristics.
– "Person like me" effect - the interviewer perceives
traits similar to their own as desirable. This may
overshadow the negative aspects of the interview.