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How to be better at taking Interviews



Interviewer attempts to influence respondent's attitude and ultimately his or her behavior.
E.g. Sales representative explains benefits of product to potential buyer.

1.      Selection:
Interviewer and respondent exchange information on which an employment decision will be based. E.g. Campus recruiter meets with graduating students.  
2.      Problem solving
The term problem carries the connotation of crisis, of something being, seriously wrong. Many crises do call for interviews, sometimes to correct or reprimand an employee, or to hear a worker's grievances.

Other problems, however, can be viewed as opportunities. How can we reach new customers? Should we buy or lease the new equipment? How can we boost morale and productivity? Questions of improvement like these can be the subject of problem solving interviews. Whether there involve crises or opportunities, problem-solving interviews fall into three categories.
  1. Some involve the respondent's behaviors; interviews in its group include appraisal, review, discipline and counseling.
  2. Other focus on the interview's behavior. This category includes grievance, complaint, and suggestion interviews.
  3. A final category involves mutual concerns of interview and respond. These are the opportunity related interviews.

3.      Task related
Interviewer and respondents attempts to identify causes of problem and together seek possible solutions. For example, a manager and his assistant meet to discuss and solve production delays.

4.      Conflict resolution
Two competing people or groups explore their problems and attitudes. The goal is to bring the two parties closer together, cause adjustments in perceptions and attitudes, and crate a more productive climate.

5.       Appraisal
An interviewer offers feedback on respondent's performance and helps establish goals to be met by next appraisal. For example, manager meets regularly with subordinates to assess their performance.

A supervisor periodically gives an employee feedback on his or her performance. The supervisor and the employee discuss progress toward predetermined standards or goals and evaluate areas that require improvement. They may also discuss goals for the coming year, as well as the employee's longer-term aspiration and general concerns.

6.      Correcting or counseling
Interviewer and respondent meet to discuss respondent's need to improve functioning. E.g. Operations manager meets with bank teller to discuss customer complaints about rudeness.

A supervisor talks with an employee about personal problems that are interfering with work performance. The interviewer should be concerned with the welfare of both the employee and the organization and should confine the discussion to business.

Critical and empathic listening skills are both important, because the employer needs to evaluate the facts of the situation and deal with the human emotion involved.

7.      Grievance
Interviewer tries to understand and resolve respondent's dissatisfaction. E.g. Employee objects to sexual harassment by fellow worker.

8.      Disciplinary interviews
A supervisor tries to correct the behavior of an employee who has ignored the organizations rules and regulations. The interviewer must not only get the employee to see the reason for the rules and agree to comply but must also review the facts and explore the person's attitude. Because of the emotional reaction that is likely, neutral observations are more effective than critical comments. Active and empathic listening skills are prime importance.
Activity 6.2
  1. Identify and discuss the types of interview
  2. Explain the responsibilities of interviewer and interviewee.
 
 



Unit summary

6.5 Unit summary

In this unit we have covered the following points

Ø  Interview refers to all types of planned, face-to-face conversation in which at least one of the participants has a specific objective in mind. Its purpose may be gathering information and research, appraising employee performance, setting grievances and many other interactions.
Ø  Successful interview process involves defining the objectives of the interview, analyzing the other party, preparing a list of topics, and choosing the best interview structure.
Ø  The following are the various types of interview questions: open-end questions, direct open-end (or specific) questions,  closed end questions, loaded questions, leading questions
Ø  There are different types of interview classified based on several criteria. The following are the most common type of interviews: Informational, job (employment) interviews, persuasive, sales, selection, problem solving, task related, conflict resolution, appraisal, correcting or counseling, grievance, and disciplinary interviews.


   6.6   Checklist


Dear student, the following points are prepared to help you check whether you have understood the important points in the unit or not. Read through them carefully and put a tick mark under ‘yes’ if you have understood it and proceed to the next unit. But for those that you put a tick under ‘No’ go back to the unit and read again until you have understood them.

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