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A focus on interviewer ratings, while revealing many important and useful insights, tends to overlook the potentially complex cause - and - effect chains that precede these ratings. In particular, there are myriad individual differences that may influence the capability of interviewees to present their qualifications, a number of which have received only marginal attention in the literature (e.g., interview specific self- efficacy; Tross & Maurer, 2008 ) or have been overlooked entirely (e.g., cultural background Banki & Latham, 2010 ). Further, there are situational and interactive factors that can influence how interviewee performs, such as interview medium (Chapman, Uggerslew, & Webster, 2003) and interviewer personality
Humans are very important factors to decide the success or failure of an organization. Therefore, every manager and executive concerns about human are the top of strategy development and organizational development.
As a manager, you should try to look at the overall company and answer the following questions: Force staff's source is success of the company or not? Your employees are committed to the goals of the company? The company has an opportunity for employees to express personal capacity? Employees work challenging and capabilities evolve over time? Does the employee maintain the spirit and positive motivation or not? If you answered "Yes", then make sure your company on a development
In the current business environment, the effectiveness of human quality determines the competitiveness of the company. Efficiency is reflected in the ability of staff in the creation and application of skills and accumulated knowledge, the ability to coordinate the work efficiency, goodwill and build relationships with colleagues. Course material and financial assets are also important, but in many cases, creative thinking and intelligence of the human resources are the factors that make the difference and bring competitive advantage long-term competition. The importance of human assets in competition explains why every company and every manager needs a system to take advantage of its human resources. Everyone the same benefit when applied to the performance management system to work effectively
The company will receive more financial support from its shareholders, investors because they believe in the future nice to see the company's human resources are excellent and always oriented toward those objectives.
Managers will be more successful because their subordinates know how to do the job effectively.
Staff will be more ensure about jobs, career development and salary due to the excellent performance
Like assessment centers, the interview is a method and can be designed to assess a variety of predictor constructs (Arthur & Villado, 2008). The range of potential constructs is broad, from mental capability to interpersonal relations to interests and preferences (Huffcutt etal, 2001). The characteristics rated in a given interview should be what are captured in the ratings. Under the premise, there should be a significant degree of specificity across interviews in what constructs are embedded in the ratings
We all know the interview is a method of employers to select the candidates. And any one of the following when applying for jobs that go beyond next regular screening profile will be invited to interview employers.
Job interview is not only to learn more qualifications and skills of the candidate but also to observe, learn communication skills, personality of the candidate. So clearly the capture sequence candidate a job interview is very important for those who are and will be looking for work.
In general, a job interview candidate includes the following steps:
Step 1: Introduce the interviewer and the working order of the interview.
For those who are interviewees, the attention of this information is very important. It initially gives you the initiative in an interview. And can you get the initial subjective judgment about the character of the interview and feel the atmosphere of the interview.
Step 2: The interviewer introduce to business and explain the work.
Interviewee also needs to pay attention to this information, because the information about the business and work is often common questions in the main content of the interview. For example: What do you know about our company? Do you know the main task of this work is?
Step 3: Interviewers ask questions to clarify the information in the resume.
This step is for employers to evaluate the accuracy of the information in your resume. Your answer consistent with the information on file will create a good first impression with employers.
Step 4: The main part of the interview, the interviewer asked questions (behavior questions and situations questions) to assess the suitability of candidates.
This is the most important time for you to express yourself. You behave in a smart, sensitive; self-confidence will definitely score very high for employers. You should pay attention to correctly answer the focus question, avoid meandering.
Step 5: Candidates ask questions.
Your question should really tricky. You need to pay attention to show your attention to the development of the company where you are applying
Step 6: Finish the interview, the interviewer summary information and inform the candidates about the next step.
The fundamental nature of interviews is the interpersonal exchange between interviewers and interviewees (Dipboye, 2005; Posthuma etal, 2002). As such, there is potential for the manner in which candidates conduct and present themselves to influence the ratings they receive. The former reflects the general capability to handle oneself effectively in social situations and achieve favorable outcomes (Ferris, Perrewe, & Douglas, 2002)
And these are some in needed interview skills
Interview is an art. Interview is one of the important skills to help employer select suitable candidates among hundreds of candidates.
To interview successfully and achieve the desired results, the interviewer should plan clear and consistent before and during the interview.
So before the interview, make sure you have prepared the right questions to find out the necessary information about the candidates
Before the interview
Determine recruitment objectives:
You need to specify whether you want the candidate to meet the requirements, expectations and what qualities through the following questions:
Applicants are required to undertake the tasks, knowledge and skills?
Applicants are required to achieve specific accomplishments in this position?
Dispel the initial embarrassment
Let your interview takes place naturally. As the interviewer, you should help candidates dispel tense, nervous before the interview actually begins. You can ask candidates:
Does it difficult for you to find our company?
Do you want a cup of coffee or water before we begin?
In an interview
Ask questions to determine a candidate's true ability
You should not only interview questions based on the job description and the candidate's work experience. For the following questions, you will have more accurate information to know which candidates have the skills and qualifications match the job or not.
The traditional form of questions:
Candidates often predict they will be asked this question, so they will be prepared to answer before the interview. However, by asking the following questions, you will get the basic information about the candidate. For example:
Let me know about yourself
What are your strengths?
Why do you want to work for our company?
These are types of questions help you evaluate your ability to handle the situation of the candidate. Ask candidates how they handle a particular situation in such work. For example:
What do you do when meeting a customer is angry?
What would you do to relieve stress at work?
Questions about behavior in the past:
Type of question requires candidates to know their previous work experience. How to solve the problem of the candidates in the past is the basis of reliable help employers predict how they handle how future work. For example:
Give me an example of how you have successfully solved a problem in previous work with your team?
How have you done successfully handled a problem in previous work?
There should be more people participate in the interview
If conditions allow, you should invite some people involved interviews to more thorough and objective assessment of the candidate. In addition to direct management and HR representative, you should invite another staff member to work with the candidate later
In my opinion, there are 5 Tips for recruiting the talented employees
What are the methods you use to select their own candidates? According to recruiting experts, following some simple tips can help you to "hunt" the fit person. You look for candidates who can meet the following requirements:
1. Professional dress
Applicants need to dress professionally in the interview because the first impression is very important role for employers. However, that does not mean you require rigid candidates must solemnly in the traditional suit and tie.
A candidate that chooses the right dress fit with company culture is people who are seriously looking for the opportunity to work with that company.
Any candidate in the interview also needs preparation for recruitment companies. So ask as many candidates as possible to what they know about the company's activities and achievements. Ask candidates why they choose your company? If candidates vague on this, it is clear they have no intention of sticking strictly to your company.
3. Have the ability to clearly present coherent
A good candidate will know how to present their opinions clearly. In addition, they also have the ability to express coherent and concise personal perspective. So, when you feel the candidate answers are vague, inconsistent, "pressure" the candidate added to check if the candidate has the ability to clearly present coherent or not.
4. Attitude confidence
Confidence is different with arrogance. A really good candidate always humble, modest, but they know their forte and confident about this. They accept the cons and try to overcome their own limitations.
5. Professional style evince
Select candidates can work professional and easy to get along with everyone around. These candidates will easily adapt to the new working environment.
In addition, the five questions below will help you to "see through" the real possibility of the candidate:
How the colleagues were often evaluating you?
What is your dislike about the job? How could you complete these tasks?
What makes your enthusiasm at work?
Can you tell something about your most fun work situations?
In one of the few studies in interview anxiety, McCarthy and Goffin (2004) developed and tested a multidimensional model of interview anxiety. They found a significant multiple correlation between their five interview anxiety scales (communication, appearance, social, performance, and behavioral). Tross and Maurer (2008) found that interview anxiety correlated negatively with interview self-efficacy, suggesting that one consequence or covariate of interview anxiety is reduced by interview coaching. Carless and Imber (2007) found that interviewer characteristics such as warmth and use of humor reduced interviewees' level of anxiety
It is possible that interviewing experience helps candidates develop fundamental interviewing skills such as eye contact, a firm handshake, and responding to common questions. Indeed, some improvements in test taker performance have been found in repeated administrations of cognitive ability, knowledge, and situational judgment tests (e.g., Hausknecht, Halpert, Di Paolo, & Gerrard, 2007; Lievens, Buyse, &Sackett, 2005; Lievens, Reeve, & Heggestad, 2007; McDaniel & Whetzel, 2005)
Directions for future Research
This paper show for a fundamental shift in the way I think about employment interviews. While a focus on interviewer ratings is natural given that they are the outcome of the interview process, there are limits as to how much we can learn from that focus. Interview research appears to be at somewhat of a "cross-roads" point. Dominant focus on interviewer ratings has brought us a considerable distance and clearly has been meaningful. Yet, to continue progressing, a significant change in the way we view interviews maybe needed. I believe that interviewee performance, positioned as a central mediating variable between interviewee attributes and interviewer ratings, may very well be the focus that leads to a greater understanding of interview dynamics for both candidates and organizations.