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CUNDUCT INTERVIEWS

The document outlines various types of interviews categorized by purpose, such as selection, promotion, appraisal, and disciplinary interviews, as well as methods like panel, phone, and video conferencing interviews. It emphasizes the importance of establishing rapport during interviews and facilitating issue resolution, along with developing action plans to achieve specific objectives. Key strategies include active listening, open communication, and setting SMART goals.

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52 views

CUNDUCT INTERVIEWS

The document outlines various types of interviews categorized by purpose, such as selection, promotion, appraisal, and disciplinary interviews, as well as methods like panel, phone, and video conferencing interviews. It emphasizes the importance of establishing rapport during interviews and facilitating issue resolution, along with developing action plans to achieve specific objectives. Key strategies include active listening, open communication, and setting SMART goals.

Uploaded by

karithielijah
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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LEARNING OUTCOME: CONDUCT INTERVIEWS

Types of Interviews
Interviews can be classified based on purpose, structure, and according to the method they are
conducted..

a)Types of interviews according to purpose


1. Selection interview
 They are conducted to decide to decide whether a candidate is suitable for the
post/vacancy or in question.
2. Promotion interviews
 They take place when an employee has applied for a position of a higher grade within an
organization
3. Appraisal interviews
 They are meant to assess the work done, and the progress made by an individual
employee.
 Take place on yearly bases. They are a way of making an employee feel an active part of
the organization.
 They are conducted by the department or section head.
4. Disciplinary interviews
 Carried out by senior staff when a worker has been accused of committing a breach
against the organization’s regulation
5. Decision-making interviews
 Are different from other interviews in that they take place between company members
of equal status
 The views of all parties are expressed fully and considered in detail before a decision is
reached- all necessary information is gathered to gain a full picture of the facts which
will form the basis of any decision to be taken.
6. Informational interviews
Conducted individuals to seek information into a particular a particular industry, job, role, or
organization from professionals already working in those areas.
7. Stress Interviews
 Designed to put candidates under pressure.

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 Involve challenging questions or scenarios to evaluate how candidates handle stress and
pressure.

b) Types of interviews according to the method they are conducted


1. Panel interviews
 Involve multiple interviewers who ask questions and assess the candidate’s suitability
collectively
2. Phone interviews:
 Conducted over phone
3. Video conferencing interviews
 Uses platforms like zoom, google meet, or skype to ask questions and assess candidates
4. TV interviews
 A form of media interaction where a host/interviewer engages with one or more guests
on television
 The interview is conducted live or recorded for later broadcast.
 They can cover a wide range of topics based on news. Politics, entertainment. Sports,
etc.
 They provide an opportunity to individuals to share their opinions, and any necessary
information

Purpose of interviews in organization


1. To assess skills and qualifications and experiences in order to determine if the candidate
meets the requirements of the position
2. For clarification and varication of the CV and the and accuracy of materials that the
candidate used in the application of the job
3. Provides an opportunity for the candidate to learn more about the organization, its goals
and working environment
4. Provides an opportunity for the organization to gauge a candidate’s interest in the
role/position, and organization
5. Evaluation of communication skills: Provides the interviewer with an opportunity to assess
the candidate’s verbal communication skills, their ability to express ideas, respond to questions
effectively, and engage in a meaningful dialogue.

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6. To assess candidate’s alignment with organization values: Each organization has its core
values and culture norms that define how they operate. So the interview ensures that the
candidate has these values so that they can fit in th organization’s environment.

Establishing Rapport
Rapport involves the ability to create mutual respect, understanding and friendship to facilitate
cooperation and positive interaction between people. Therefore it is an important aspect in
conducting effective interviews.
Rapport can be established/built using the following approaches:
1. Active listening:
Pay attention to the words, gestures, and body language of the other person.
Maintain eye- contact. (Employ all other active listening skills)
2. Empathy:
Trying to understand other people’s emotions and create a sense of connection and
understanding
3. Find a common interest: Look for common interests, experiences, or values that you can
share to foster a connection/friendship
4. Positive body language: Includes facing the other person, smile, leaning towards them, etc
5. Be sincere/genuine
Someone will connect better with people who are true to themselves and not pretenders
6. Ask open-ended questions: Ask open-ended questions to encourage the other person to
open up and share information
7. Respect other people’s boundaries. Don’t intrude into private life with your questions and
behavior
8. Remembering the important conversations/details/events you have share together to
demonstrate that you are attentive and you also care.

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Facilitate Resolution of Issues
Resolution of issues Involves addressing problems in a manner that is satisfying to all the parties
involved. To facilitate means to make a process, activity, or task easier to progress. Facilitate
resolution issues means to make the process of solving problems easier.
The following approaches can be of help in facilitating to resolve issues:
1. Identify the issue.
 Clearly define the problem or conflict.
 Who are parties involved?
 What are the root causes of the problem?
2. Encourage honest/open communication
 Let the parties open up and honestly share their problems
 Listen to them without being biased.
3. Establish the objectives of the resolution process
Objectives could be such as:
 Is it only to analyze the root causes?
 Is it to come up with solutions and put them into action?
 Is it to make an informed decision to solve problems in future? , etc.
4. Brainstorm solutions
 Encourage parties to come up with as many solutions as possible
5. Assess alternative solutions
 Consider the needs and interests of each party as each solution has its impacts.
6. Select and implement the best solution based on the needs and interests so that the
solution can be effective
7. Monitor the progress of the resolution process
 Follow up regularly and assess the progress of the resolved issues and make
adjustments if it is necessary to ensure successful results.

Develop action plans


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An action plan is a strategy that has steps, resources, and timelines, and responsibilities
required to achieve a specific objective. Action plans are used in the areas of business, personal
develop, managing projects, etc. to achieve desired outcomes/results/ objectives.
1. Having clear goals or objectives
What specific outcomes do you want to achieve?
The objectives should be SMART (Specific, Measurable, Achievable, Relevant, and Time-bound)
Time bound means to have a defined timeframe.
2. Break down the goal into smaller manageable steps/tasks
3. Identify and allocate Resources
Identify the required resources such as human resources, finances, materials, etc., to complete
each task.
3. Assign responsibilities to individuals or teams for each task to ensure accountability and
effective accountability
4. Establish deadline for each task to ensure progress is made within a reasonable timeframe.
5. Monitor progress: Define how progress will be monitored throughout the action plan. This
can be done through checks-ins, progress reports, and milestone reviews.
6. Communication plan: Establish clear channels of communication to stakeholders informed
about the progress, changes, and any other relevant information related to action plan.
7. Flexibility: Be aware that plans may change due to circumstances and be ready to adapt to
the changes while staying focused to the goal.

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