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DIFFERENT TYPES OF QUESTIONS FOR THE INTERVIEW CLOSED QUESTIONS The ones that can be answered with just one word, generally yes or no. Another answer usually derives from the answer. PROBING QUESTIONS Simple and short, such as: Why? Which was the cause? What happened after that? And so on. HYPOTHETICAL QUESTIONS A hypothetical situation is presented to the interviewee, for example a case related to the company or the position for him/her to solve it: “What would you do if …? These questions are relatively dangerous so we don’t recommend them. There is only one case in which the hypothetical questions are appropriate: when you want to evaluate the knowledge. For example, if you want to find out if your interviewee knows the technique to make a budget you can ask: “How would you do the company’s budget for the next exercise?” Many of the following suggestions have been inspired by the bibliography on the topic, but most of them were taken from our experience in the advising and teaching practice. Among others, I am in charge of a subject on the Human Resources Master at the University of Buenos Aires; one day, I was working on the questions for the interview with my students, in a theoretical way and through a role playing. When we faced the topic of the hypothetical questions, one student who hadn’t understood that they were not convenient, she kept on using them in the role-playing. When checking on the theoretical part I told her: “I can tell you what I would do if a burglar would come in right now and give you a fantastic description of my reaction, but you will only see how I act in a real case, maybe I would just hide under the table and I do none of the things I have described to you” I think she didn’t accepted my point of view anyway and I imagine that she should be using these hypothetical questions up to know, convinced that they are useful. EVIL-INTENTIONED QUESTIONS They oblige the interviewee to choose from two undesirable options. They are not useful or recommendable. PROVOKED QUESTIONS We don’t include them in our work methodology but the defenders of this type of questions say that they are useful to evaluate the reaction of the candidate. They are posed in a sudden way, so the surprise factor intervenes as well. “Some sensitive and capable mangers suffer a personality change during a selection interview. The reason for this may be of being God with other person’s career. This style has many disadvantages, among them, leaving a negative image among the candidates, even the one you are interested in.” (Hackett, Penny, The Selection Interview, Institute of Personnel and Development, London, 1995) QUESTIONS THAT SUGGEST THE DESIRED ANSWER Those in which the interviewee’s answer is clearly expected, for example: “You aim to finish your career, right?” OPEN QUESTIONS They induce the candidate to talk more about the topic and let the interviewer get a lot of information and evaluate other aspects of the interviewee’s development: modality of expression and relation, use of the language, capacity of synthesis, logic of the exposition, body expression, etc. If the aspirant is very loquacious and gets away from the focus of the interview, remember that you are the interviewer and you can interrupt an irrelevant explanation with a phrase like: “We are getting away from the objective of this reunion, why don’t we go back to …?” and indicate something related to the subject you want to evaluate: specific knowledge, work experience, etc. One example of open question can be: “Tell me about your experience at …” You can also talk about different types of interview related to the thematic: bibliography or by the critic incidents, that we will develop from the Chapter 17 on. THE FOCALIZED INTERVIEW De Ansorena Cao (De Ansorea Cao, Alvaro, 15 steps for the successful personnel selection, Paidos Company, Barcelona, 1996) proposes an interesting concept he calls focalized interview, what is understood by this, is an interview leaded to determine the personal, physical, professional and behavioral characteristics of the candidates. Its objectives are:
One of the objectives of the interview is to evaluate the adjustment or not of the aspirant to the vacant position. A good instrument is to look for the required competence, for which it is fundamental to dive in his/her history with questions like: “What happened? Where? With whom? When? How? And aiming specific tasks: “What is your concrete function in the situation? What results were you supposed to get? Why were these results important? To complement with: What did you do? What did you say? To whom? What happened? What happened next? What was the result? How did you know? With this sequence you will be able to reconstruct the complete history. In Chapter 17 we will refer once again to the interview, but exclusively with the focus of the interview by competence, theme we will dedicate the second part of this book. |
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[Interview] [Content Map - PART I] [PART II] [Science & Art] [CONCEPT OF INTERVIEW] [DIFFERENT TYPES OF QUESTIONS FOR THE INTERVIEW] [HOW TO INTERVIEW THE CANDIDATES WHO HAVE PROBLEMS] [THINGS YOU HAVE TO AVOID DURING THE INTERVIEW] [Preparation] [1st 60 Sec] [40 Education ?] [72 Work Goals ?] [57 Adaptability/?] [30 Adaptability ?] [80 Personality ?] [192 Capacities ?] [24 Common Sense ?] [32 Money & Goals ?] [10 Final?] [50 Must Answers...] [40 Personnal?] [Take Notes] [Competency Interview] [Job Interview ?] [Job Interview ?] [COMPETENCIES] [Other Great Sites] [Site Map] |
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