SlideShare une entreprise Scribd logo
1  sur  3
Writing for College                               Writing Interview Questions/Conducting Interviews

                                    TYPES OF INTERVIEW QUESTIONS
OPEN QUESTIONS:
Encourage the flow of information. Questions usually begin with words like, What, Why, When, Where, Tell
me about, or How and encourage an expansive response. Interviewees will usually respond well to an open
question.
Example: What sort of work do you enjoy most?        Tell me about the project you are currently involved in.

CLOSED QUESTIONS:
Direct and focused. Some think they should not be used as they only lead to 'yes' or 'no' answers, however these
questions are useful for concluding and summarizing. They control the flow of information and are most
effective in confirming information or slowing down a verbose candidate.
Example: Have you attended any conferences this year?       Do you travel a lot for your job?

PROBING QUESTIONS:
Used to follow up and obtain more detail. Their purpose is to draw out more information about specific points,
aiming for depth rather than breadth of information.
Example: You say you enjoyed your last project, which aspect of the work gave you the most satisfaction?
            You say that you worked in a team, what was your main role as a member of that team?

LEADING QUESTIONS:
Directive and always indicate the preferred answer connected to the interviewer's opinion. These are not
productive in obtaining depth or qualify of information.
Example: It seems that you prefer to work in a team.      You do enjoy traveling for your job, don’t you?

HYPOTHETICAL QUESTIONS:
Open in style and pose a 'What if...' scenario. They can be useful in analyzing knowledge, attitudes, reactions,
creativity, and speculative thinking. However, in setting a scene you need to be very careful that everyone
would understand the basis of the question and the sub context of the scenario.
Example:      If another member of your staff took credit for work you had done, what would you do?

MULTIPLE QUESTIONS:
Several questions joined in a series. Their use should be limited, as they tend to confuse the interviewee,
producing limited information. It may be useful to combine questions requiring several repetitive factual
responses. This can avoid having to interrupt regularly with the same questions and gives the interviewee
responsibility for covering all points.
Example: I want you to think about your skills in relation to the field of nursing and rate yourself against each
as a) no knowledge, b) beginner, c) advanced user, d) expert.

LINKING QUESTIONS:
Summarize and confirm correct understanding and make transitions to new subjects.
Example: I can see from your answer that you like working with people, can you tell me how you use this
skill when you are working on a specific task? It's interesting to hear that, on a related subject I'd like to ask....

BEHAVIORAL QUESTIONS:
Seek advice from the past as an indicator of future performance. They are similar in nature to hypothetical
questions in that they can measure knowledge, attitudes, reactions, creativity, and thinking, but they do soon the
basis of something the interviewee has actually experienced and done.
CONDUCTING INTERVIEWS

Listening to answers and concentrating on the candidate! Asking good questions is only half the task of the
interviewer. Close attention must be paid to the answers.

Here are some ideas for active listening and maintaining concentration:

Active, Attentive Listening

This is an important skill for interviewers to develop,

Most of us have learned that it is quite difficult to listen when we are speaking, and therefore the first rule of
effective listening is to stop talking. This includes talking to ourselves, particularly if you are thinking of what
to say next.

Careful listening and analyzing of what is said and what is left unsaid are keys to being an effective interviewer.

Remember this quote – “I learn little when I am talking!”

Concentrate fully on the interviewee and avoid other distractions.     It can be distracting and rude to the
interviewee if you are not focused entirely on him or her.

Summarize and Paraphrase

Regularly summarizing what the interviewee has said is an active listening skill that will not only clarify the
content and ensure understanding but will keep you focused on the him or her.

Interviewers should paraphrase regularly to check that they have correctly heard and understood what has been
said.

There are many possible barriers between the interviewer and the interviewee such as position, education,
experience, status, age, gender, race etc. All have a bearing on how individuals will interpret information.
Repeating what we have heard will check any perception distortions that may have occurred. This process also
reassures the interviewee that you are interested and involved in what he or she has to say.

Approach and Style

The interviewer's approach and style of questioning should establish rapport, put the interviewee at ease, and
show genuine interest. The attitude should be fair and equitable, reinforcing, and supporting, reflecting empathy
or the ability to understand the other's feelings from his or her perspective.

Interview Assignment:

You need to interview someone in the field that you are researching. Your interview should contain anywhere
between 10-15 questions. The interview will be due on Tuesday, December 21, 2010. You will be able to
include the information from your interview in your paper.
Sp interview question types

Contenu connexe

Tendances

Size, complexity and nature of the organisation – a key to effective audit
Size, complexity and nature of the organisation – a key to effective auditSize, complexity and nature of the organisation – a key to effective audit
Size, complexity and nature of the organisation – a key to effective auditPECB
 
Perception (organisational behavior)
Perception (organisational behavior)Perception (organisational behavior)
Perception (organisational behavior)Rajah Dayaleni
 
Factors shaping organizational culture
Factors shaping organizational cultureFactors shaping organizational culture
Factors shaping organizational cultureAbhishek Chandan
 
Cases in reward management
Cases in reward managementCases in reward management
Cases in reward managementclaireloney
 
Bsp banking-law
Bsp banking-lawBsp banking-law
Bsp banking-lawMcris Mcs
 
Organizational behavior ( Power and politics )
Organizational behavior ( Power and politics )Organizational behavior ( Power and politics )
Organizational behavior ( Power and politics )RebekahSamuel2
 
Transactional & Transformational Leadership
Transactional & Transformational LeadershipTransactional & Transformational Leadership
Transactional & Transformational LeadershipVijay A Raj
 
Accounting Theory Construction
Accounting Theory ConstructionAccounting Theory Construction
Accounting Theory ConstructionArthik Davianti
 
Ohio & Michigan state theories of leadership
Ohio & Michigan state theories of leadershipOhio & Michigan state theories of leadership
Ohio & Michigan state theories of leadershipIsha Joshi
 
contemporary issues in leadership (Chapter No. 13 )
contemporary issues in leadership (Chapter No. 13 )contemporary issues in leadership (Chapter No. 13 )
contemporary issues in leadership (Chapter No. 13 )Qamar Farooq
 
Organizational behavior (Full Course Notes) ppt
Organizational behavior (Full Course Notes) pptOrganizational behavior (Full Course Notes) ppt
Organizational behavior (Full Course Notes) ppthameedrehman96
 
Uhs 2062 Leadership
Uhs 2062 LeadershipUhs 2062 Leadership
Uhs 2062 Leadershipguest1d0b19
 
Organizational behavior chapter 3
Organizational behavior chapter 3Organizational behavior chapter 3
Organizational behavior chapter 3Aus Tin
 
Fiedler's Contingency Model, Path Goal and Situational Theories
Fiedler's Contingency Model, Path Goal and Situational TheoriesFiedler's Contingency Model, Path Goal and Situational Theories
Fiedler's Contingency Model, Path Goal and Situational TheoriesSree Lakshmi C S
 
O.b. c 9 foundations of group behaviour
O.b. c  9 foundations of group behaviourO.b. c  9 foundations of group behaviour
O.b. c 9 foundations of group behaviourDr.Rajesh Kamath
 
O.b. c 6 perception and individual decision making
O.b. c 6 perception and individual decision makingO.b. c 6 perception and individual decision making
O.b. c 6 perception and individual decision makingDr.Rajesh Kamath
 
Perception and individual decision making
Perception and individual decision makingPerception and individual decision making
Perception and individual decision makingNitasha Dhawan
 

Tendances (20)

Size, complexity and nature of the organisation – a key to effective audit
Size, complexity and nature of the organisation – a key to effective auditSize, complexity and nature of the organisation – a key to effective audit
Size, complexity and nature of the organisation – a key to effective audit
 
Perception (organisational behavior)
Perception (organisational behavior)Perception (organisational behavior)
Perception (organisational behavior)
 
Factors shaping organizational culture
Factors shaping organizational cultureFactors shaping organizational culture
Factors shaping organizational culture
 
Cases in reward management
Cases in reward managementCases in reward management
Cases in reward management
 
Bsp banking-law
Bsp banking-lawBsp banking-law
Bsp banking-law
 
Organizational behavior ( Power and politics )
Organizational behavior ( Power and politics )Organizational behavior ( Power and politics )
Organizational behavior ( Power and politics )
 
Transactional & Transformational Leadership
Transactional & Transformational LeadershipTransactional & Transformational Leadership
Transactional & Transformational Leadership
 
The nature of leadership
The nature of leadershipThe nature of leadership
The nature of leadership
 
Accounting Theory Construction
Accounting Theory ConstructionAccounting Theory Construction
Accounting Theory Construction
 
Ohio & Michigan state theories of leadership
Ohio & Michigan state theories of leadershipOhio & Michigan state theories of leadership
Ohio & Michigan state theories of leadership
 
contemporary issues in leadership (Chapter No. 13 )
contemporary issues in leadership (Chapter No. 13 )contemporary issues in leadership (Chapter No. 13 )
contemporary issues in leadership (Chapter No. 13 )
 
Organizational behavior (Full Course Notes) ppt
Organizational behavior (Full Course Notes) pptOrganizational behavior (Full Course Notes) ppt
Organizational behavior (Full Course Notes) ppt
 
Uhs 2062 Leadership
Uhs 2062 LeadershipUhs 2062 Leadership
Uhs 2062 Leadership
 
Organizational behavior chapter 3
Organizational behavior chapter 3Organizational behavior chapter 3
Organizational behavior chapter 3
 
Partnership Law in Malaysia
Partnership Law in MalaysiaPartnership Law in Malaysia
Partnership Law in Malaysia
 
Fiedler's Contingency Model, Path Goal and Situational Theories
Fiedler's Contingency Model, Path Goal and Situational TheoriesFiedler's Contingency Model, Path Goal and Situational Theories
Fiedler's Contingency Model, Path Goal and Situational Theories
 
O.b. c 9 foundations of group behaviour
O.b. c  9 foundations of group behaviourO.b. c  9 foundations of group behaviour
O.b. c 9 foundations of group behaviour
 
O.b. c 6 perception and individual decision making
O.b. c 6 perception and individual decision makingO.b. c 6 perception and individual decision making
O.b. c 6 perception and individual decision making
 
Leadership
LeadershipLeadership
Leadership
 
Perception and individual decision making
Perception and individual decision makingPerception and individual decision making
Perception and individual decision making
 

En vedette

Super size me no preview
Super size me   no previewSuper size me   no preview
Super size me no previewljohnson16
 
Text 6 supersize me
Text 6 supersize meText 6 supersize me
Text 6 supersize meIES EUROPA
 
Chapter 13
Chapter 13Chapter 13
Chapter 13detjen
 
Supersize me
Supersize meSupersize me
Supersize medetjen
 

En vedette (6)

Super size me no preview
Super size me   no previewSuper size me   no preview
Super size me no preview
 
Super size me
Super size meSuper size me
Super size me
 
Text 6 supersize me
Text 6 supersize meText 6 supersize me
Text 6 supersize me
 
Supersize me
Supersize me Supersize me
Supersize me
 
Chapter 13
Chapter 13Chapter 13
Chapter 13
 
Supersize me
Supersize meSupersize me
Supersize me
 

Similaire à Sp interview question types

Interview question types
Interview question typesInterview question types
Interview question typeseklauber
 
Depth Interviews in Applied Marketing Research
Depth Interviews in Applied Marketing ResearchDepth Interviews in Applied Marketing Research
Depth Interviews in Applied Marketing ResearchKelly Page
 
English (Improving Listening Efficency)
English (Improving Listening Efficency)English (Improving Listening Efficency)
English (Improving Listening Efficency)Rajasekar .M.K.
 
Presentation job interview . for gtu 1st year student . sub cs
Presentation job interview . for gtu 1st year student . sub csPresentation job interview . for gtu 1st year student . sub cs
Presentation job interview . for gtu 1st year student . sub csMoripratik
 
Leadership series #1 The Art of Asking Questions and Listening Effectively
Leadership series #1   The Art of Asking Questions and Listening EffectivelyLeadership series #1   The Art of Asking Questions and Listening Effectively
Leadership series #1 The Art of Asking Questions and Listening EffectivelyZana Gawan-Taylor
 
Coaching for maximum results - support materials
Coaching for maximum results - support materialsCoaching for maximum results - support materials
Coaching for maximum results - support materialsskluczny13
 
Wcm Cm Lecture 3 2004
Wcm   Cm   Lecture 3   2004Wcm   Cm   Lecture 3   2004
Wcm Cm Lecture 3 2004richard kemp
 
Building relation listening nursing 2010 2011
Building relation listening  nursing 2010 2011Building relation listening  nursing 2010 2011
Building relation listening nursing 2010 2011hawrazfaris
 
What I Have Learned Of Leadership
What I Have Learned Of LeadershipWhat I Have Learned Of Leadership
What I Have Learned Of LeadershipRenee Wardowski
 
3. Interpersonal Skills.docx
3. Interpersonal Skills.docx3. Interpersonal Skills.docx
3. Interpersonal Skills.docxDilshad14767
 

Similaire à Sp interview question types (20)

Interview question types
Interview question typesInterview question types
Interview question types
 
Bc 4
Bc 4Bc 4
Bc 4
 
Depth Interviews in Applied Marketing Research
Depth Interviews in Applied Marketing ResearchDepth Interviews in Applied Marketing Research
Depth Interviews in Applied Marketing Research
 
Persuasive Communications
Persuasive CommunicationsPersuasive Communications
Persuasive Communications
 
Listen up leaders!
Listen up leaders!Listen up leaders!
Listen up leaders!
 
English (Improving Listening Efficency)
English (Improving Listening Efficency)English (Improving Listening Efficency)
English (Improving Listening Efficency)
 
Interviewing For Success
Interviewing For SuccessInterviewing For Success
Interviewing For Success
 
Presentation job interview . for gtu 1st year student . sub cs
Presentation job interview . for gtu 1st year student . sub csPresentation job interview . for gtu 1st year student . sub cs
Presentation job interview . for gtu 1st year student . sub cs
 
Leadership series #1 The Art of Asking Questions and Listening Effectively
Leadership series #1   The Art of Asking Questions and Listening EffectivelyLeadership series #1   The Art of Asking Questions and Listening Effectively
Leadership series #1 The Art of Asking Questions and Listening Effectively
 
Listening Skills.ppt
Listening Skills.pptListening Skills.ppt
Listening Skills.ppt
 
Active Listening
Active ListeningActive Listening
Active Listening
 
Coaching for maximum results - support materials
Coaching for maximum results - support materialsCoaching for maximum results - support materials
Coaching for maximum results - support materials
 
Interview skills
Interview skillsInterview skills
Interview skills
 
Wcm Cm Lecture 3 2004
Wcm   Cm   Lecture 3   2004Wcm   Cm   Lecture 3   2004
Wcm Cm Lecture 3 2004
 
Interview process
Interview processInterview process
Interview process
 
Building relation listening nursing 2010 2011
Building relation listening  nursing 2010 2011Building relation listening  nursing 2010 2011
Building relation listening nursing 2010 2011
 
What I Have Learned Of Leadership
What I Have Learned Of LeadershipWhat I Have Learned Of Leadership
What I Have Learned Of Leadership
 
Interviewing
InterviewingInterviewing
Interviewing
 
3. Interpersonal Skills.docx
3. Interpersonal Skills.docx3. Interpersonal Skills.docx
3. Interpersonal Skills.docx
 
Interview.pdf
Interview.pdfInterview.pdf
Interview.pdf
 

Plus de ljohnson16

Presentation edit
Presentation editPresentation edit
Presentation editljohnson16
 
Business letter format
Business letter formatBusiness letter format
Business letter formatljohnson16
 
Notecards and works cited
Notecards and works citedNotecards and works cited
Notecards and works citedljohnson16
 
Citation exercise
Citation exerciseCitation exercise
Citation exerciseljohnson16
 
Timeline and assignment
Timeline and assignmentTimeline and assignment
Timeline and assignmentljohnson16
 
Concession paragraph
Concession paragraphConcession paragraph
Concession paragraphljohnson16
 
Persuasive writing editorial
Persuasive writing editorialPersuasive writing editorial
Persuasive writing editorialljohnson16
 
Persuasive writing editorial
Persuasive writing editorialPersuasive writing editorial
Persuasive writing editorialljohnson16
 
Editorial appeals
Editorial   appealsEditorial   appeals
Editorial appealsljohnson16
 
Fallacies in advertisement
Fallacies in advertisementFallacies in advertisement
Fallacies in advertisementljohnson16
 
Insid editorials
Insid editorialsInsid editorials
Insid editorialsljohnson16
 

Plus de ljohnson16 (16)

Presentation edit
Presentation editPresentation edit
Presentation edit
 
Presentation
PresentationPresentation
Presentation
 
Business letter format
Business letter formatBusiness letter format
Business letter format
 
Notecards and works cited
Notecards and works citedNotecards and works cited
Notecards and works cited
 
Citation exercise
Citation exerciseCitation exercise
Citation exercise
 
Plagiarism
PlagiarismPlagiarism
Plagiarism
 
Noodle tools
Noodle toolsNoodle tools
Noodle tools
 
Thesis
ThesisThesis
Thesis
 
Timeline and assignment
Timeline and assignmentTimeline and assignment
Timeline and assignment
 
Transitions
TransitionsTransitions
Transitions
 
Concession paragraph
Concession paragraphConcession paragraph
Concession paragraph
 
Persuasive writing editorial
Persuasive writing editorialPersuasive writing editorial
Persuasive writing editorial
 
Persuasive writing editorial
Persuasive writing editorialPersuasive writing editorial
Persuasive writing editorial
 
Editorial appeals
Editorial   appealsEditorial   appeals
Editorial appeals
 
Fallacies in advertisement
Fallacies in advertisementFallacies in advertisement
Fallacies in advertisement
 
Insid editorials
Insid editorialsInsid editorials
Insid editorials
 

Sp interview question types

  • 1. Writing for College Writing Interview Questions/Conducting Interviews TYPES OF INTERVIEW QUESTIONS OPEN QUESTIONS: Encourage the flow of information. Questions usually begin with words like, What, Why, When, Where, Tell me about, or How and encourage an expansive response. Interviewees will usually respond well to an open question. Example: What sort of work do you enjoy most? Tell me about the project you are currently involved in. CLOSED QUESTIONS: Direct and focused. Some think they should not be used as they only lead to 'yes' or 'no' answers, however these questions are useful for concluding and summarizing. They control the flow of information and are most effective in confirming information or slowing down a verbose candidate. Example: Have you attended any conferences this year? Do you travel a lot for your job? PROBING QUESTIONS: Used to follow up and obtain more detail. Their purpose is to draw out more information about specific points, aiming for depth rather than breadth of information. Example: You say you enjoyed your last project, which aspect of the work gave you the most satisfaction? You say that you worked in a team, what was your main role as a member of that team? LEADING QUESTIONS: Directive and always indicate the preferred answer connected to the interviewer's opinion. These are not productive in obtaining depth or qualify of information. Example: It seems that you prefer to work in a team. You do enjoy traveling for your job, don’t you? HYPOTHETICAL QUESTIONS: Open in style and pose a 'What if...' scenario. They can be useful in analyzing knowledge, attitudes, reactions, creativity, and speculative thinking. However, in setting a scene you need to be very careful that everyone would understand the basis of the question and the sub context of the scenario. Example: If another member of your staff took credit for work you had done, what would you do? MULTIPLE QUESTIONS: Several questions joined in a series. Their use should be limited, as they tend to confuse the interviewee, producing limited information. It may be useful to combine questions requiring several repetitive factual responses. This can avoid having to interrupt regularly with the same questions and gives the interviewee responsibility for covering all points. Example: I want you to think about your skills in relation to the field of nursing and rate yourself against each as a) no knowledge, b) beginner, c) advanced user, d) expert. LINKING QUESTIONS: Summarize and confirm correct understanding and make transitions to new subjects. Example: I can see from your answer that you like working with people, can you tell me how you use this skill when you are working on a specific task? It's interesting to hear that, on a related subject I'd like to ask.... BEHAVIORAL QUESTIONS: Seek advice from the past as an indicator of future performance. They are similar in nature to hypothetical questions in that they can measure knowledge, attitudes, reactions, creativity, and thinking, but they do soon the basis of something the interviewee has actually experienced and done.
  • 2. CONDUCTING INTERVIEWS Listening to answers and concentrating on the candidate! Asking good questions is only half the task of the interviewer. Close attention must be paid to the answers. Here are some ideas for active listening and maintaining concentration: Active, Attentive Listening This is an important skill for interviewers to develop, Most of us have learned that it is quite difficult to listen when we are speaking, and therefore the first rule of effective listening is to stop talking. This includes talking to ourselves, particularly if you are thinking of what to say next. Careful listening and analyzing of what is said and what is left unsaid are keys to being an effective interviewer. Remember this quote – “I learn little when I am talking!” Concentrate fully on the interviewee and avoid other distractions. It can be distracting and rude to the interviewee if you are not focused entirely on him or her. Summarize and Paraphrase Regularly summarizing what the interviewee has said is an active listening skill that will not only clarify the content and ensure understanding but will keep you focused on the him or her. Interviewers should paraphrase regularly to check that they have correctly heard and understood what has been said. There are many possible barriers between the interviewer and the interviewee such as position, education, experience, status, age, gender, race etc. All have a bearing on how individuals will interpret information. Repeating what we have heard will check any perception distortions that may have occurred. This process also reassures the interviewee that you are interested and involved in what he or she has to say. Approach and Style The interviewer's approach and style of questioning should establish rapport, put the interviewee at ease, and show genuine interest. The attitude should be fair and equitable, reinforcing, and supporting, reflecting empathy or the ability to understand the other's feelings from his or her perspective. Interview Assignment: You need to interview someone in the field that you are researching. Your interview should contain anywhere between 10-15 questions. The interview will be due on Tuesday, December 21, 2010. You will be able to include the information from your interview in your paper.