1. HOW TO CONDUCT AN
INTERVIEW
BY ASSISTANT MANAGER, MANAGER
AND SENIOR MANAGER
Made By:- Jitendra Singh Dongariya, Universal Business school, Karjat
2. OUTLINE OF PPT
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Objectives of presentation………………………………………………………3
Introduction …………………………………………………………………………..4
Structured Vs Unstructured…………………………………………………….5
Interview process………………………………………………..………………...6
Steps in interview design………………………..……………………………..7
Types of interview……………………………………………………………….…8
Job analysis…………………………………………………………………………..9
Analysis of Required key competencies for job……………………..10
Interview format………………………………………………………………....11
If candidate are more then GD and Aptitude…………................12
Evaluation structure……………………….…………………………………….13
Rating scale structure…………………………………………………………..14
Interviewer’s approach………………………………………………………..15
Three phases of interview..……………………………….………..........20
Adjust yourself………………………………………………….………...........24
Define do’s…………………………………………………….…………...........25
Define don’ts………………………………. ………………….………………….26
Solutions……...…………………………......…………….........................28
3. Objective of presentation
• How to conduct a successful and effective
interview.
• Improve the overall interview process and to
get desired results.
• Target to improve the interviewing skills of:1. Assistant manager
2. Manager
3. Senior manager
4. Introduction
• Interviews are used as part of the formal
selection process in which candidates are
screened or ranked based on their scores.
Types of interview:Selection interview
Appraisal interview
Exit interview
A selection interview is a selection procedure designed to
predict future job performance on the basis of applicants’
oral responses to oral inquiries
5. Structured and unstructured
interview
Reliable
Valid
Structured Interview
Unstructured Interview
1 All candidates are asked the same
questions in the same order.
2. All candidates are evaluated using a
common rating scale.
3. Interviewers are in agreement on
acceptable answers.
1. Candidates may be asked different
questions.
2. A standardized rating scale is not
required.
3. Interviewers do not need to agree on
acceptable answers
8. Types of interviews
• Depending on the number of candidates you
need to interview, you can select a variety of
interview formats, such as:
1. Initial phone interview:- to narrow down a
large list of candidates
2. Individual interview:- between hiring
manager/supervisor and candidate
3. Group or panel interview
4. Multi-interviewer approach
9. Job analysis
The purpose of a job
analysis is to identify the
requirements of the job
and the competencies
necessary to perform
them
Identify
job tasks
responsibilities
competencies
required
Position descriptions
10. Analysis of Required
key competencies for job
. Identifying the critical competencies
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. Range of competencies
2
Examples
Behavioral competencies
Functional competencies
12. GD and Aptitude test
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More number of candidate
Check analytical skill
Check group behavior
Check leadership approach
Check attitude
Check basic knowledge
13. Evaluation structure
• Determine a rating scale that you will use to
evaluate candidates’ responses.
• It can be as simple as a 1-5 scale
• (1= Low, 3=Average, 5= Outstanding),
• Adjectives such as Unacceptable, Acceptable,
and Excellent.
14. Rating scale structure
Proficiency level
Behavioral competencies
Functional competencies
Expert (level-5)
Exceptionally difficult situation Demonstrates
Key resources
Comprehensive
Advises other
Expert understanding of
concept and process
Advance (level-4)
Considerably difficult situation
Broad understanding of
concept and process
Immediate (level-3)
Difficult situation
Require Occasional guidance
Understanding of concept
and process
Basic (level-2)
Somewhat difficult situation
Familiarity with concept
and process
Awareness (level-1)
Simplest situation
Require regular guidance
Awareness of concept
and process
15. Interviewer’s
approach
• Do interview in a quiet room with no
interruptions
• Review resume and make notes
• Know the duties of the job
• Focus questions on skills that are a must
• Don’t make snap judgments
• Be friendly
16. Question yourself
• Remember: Ask yourself how good are your interview
techniques?
Do you know :1. what to Look for in a candidate
2. questions to ask to bring out the right information?
3. spot if someone is exaggerating or hiding the truth?
4. how to manage either overly talkative or less
communicative candidates?
5. Are you talking too much and not letting the
candidate speak?
17. Prepare your
self
The past performance is one of the best predictors of future
performance.
• Question must based on :1. Behavioral
2. Specific situations
3. Functional skill
4. Past experience
Example:“Tell me about a specific time when you had to
deal with a difficult customer complaint. Describe your actions.
What was the outcome?”
18. Prepare a list of questions
1.knowledge, skills and abilities for the
position.
2. Prioritize the list of the most important job
qualities and prepare job-related questions
3. Focused on past behavior
4. Question should be open-ended.
5. Give some real/hypothetical case
6. Identify the topic
19. Questions.…
7. College experiences
8. Work experiences—summer, part time, full time
(one by one)
9. Goals and ambitions
10. Reactions to the job for which you are
interviewing
11. Self-assessments (by the candidate of
his or her strengths and weaknesses)
12. Present outside activities
20. Three phases of interview
1. Introduction
2. Body of interview
3. Closing of interview
21. Introduction
1. Conduct at their place of work where
possible
2. Always state the reason for the interview
and how it will be conducted
3. Put the interviewee at ease
4. Ask the interviewee if they agree to you
taking notes
5. Ask for water & tea
22. Body of interview
1. Listen to the answers and request
clarification if necessary
2. Avoid making criticisms or taking sides
3. Keep control of the interview: refocus the
interviewee if they are rambling or clarify if
they misunderstood the question
4. Stay focused and follow your interview guide
5. Allow the interviewee to ask questions
23. Closing of interview
1. Thank the interviewee
2. Advise them what the next steps are and the
timeframe
3. Give feedback
24. Adjust yourself
Relaxed and confident
Avoid closed questions, use open questions to
draw them out
Do not tolerate threatening behaviour.
If anger is directed at you:
• admit your mistake if you are wrong
• stay calm, avoid getting angry in return
If anger is directed at others:
• do not get involved and do not taking sides
• correct misinformation tactfully
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• do not challenge honestly held opinions
25. Do (right interviewing behaviour)
Create rapport
Make notes
Be sincere
Be objective
Be courteous
Verify your findings
Separate fact from fiction
Pitch the interview at the right level
Keep within the scope of the interview
Establish the option to ask follow up
questions
Wrap up the interview and thank the
interviewee for their time.
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26. Don’t (Poor interviewing behaviour)
× Did not make an appointment
× Arrived late
× Was rude
× Exhibited one upmanship
×interviewexplain the purpose of the
Did not
× Did not explain the scope of interview
× Used jargon
× Became confrontational
× Was inconsiderate
× Talked down to the interviewee
× Abruptly ended the interview
× Did not explain what happens next
27. Don’t……
× Arrive without warning
× Forget interviewee’s name or role
× Show off
× Criticise
× Interrupt
× Be impatient
× Use coarse language
× Fidget, lounge or appear bored
× Go over time without agreement from interviewee
× Fail to thank the interviewee for their time
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28. Solutions
Competency Based Interview (CBI)
• Situation: Example- “Tell me about a situation
in which you had to deliver some
unwelcome news.”
• Approach:Example- “How did you go about
breaking the news?”
• Outcome: Example- “How did the person take
the news?”
