It is a great privilege for us to acknowledge the assistance and contribution of a number of individuals to this effort. First, we would like to thank our professor of Economics, Prof. P K Lal, I. M. T. Ghaziabad, for his consistent support and inspiration. We also express our gratitude towards Mr. Akhtar, Assistant Librarian, I. M. T. Ghaziabad. Last but not the least, we appreciate the willing cooperation extended by our seniors and colleagues.
An interview is a meeting generally between two people, face to face, usually for a set time controlled by the interviewer through the questions he asks and which the interviewees are required to answer. You can learn about a candidate’s values, behavior patterns, attitudes, style, strengths, weaknesses etc. , variety, and richness of his experience. Interviews come handy in the selection process at two steps. One is the initial screening interview, which some organizations arrange to judge prima facie suitability of the candidate and to weed out those unlikely to succeed.
It is also utilized to give such further information about the job to the candidate as he may desire and confirm his interest. Second are the comprehensive selection interviews, which have now become a universal selection tool. The third type of interviews conducted by corporate is exit interviews which we will discuss later in this report. Managers these days are investing more time in preparing for and conducting telephone-screening interviews because of the time and money saved by the procedure. Telephone screens are useful because they allow an interviewer to quickly assess the relative merits of multiple candidates.
The interviewer has to create a list of questions to ask each candidate. These questions should elicit information about their qualifications, cultural fit, and salary expectations. He must make sure he asks every candidate the same questions so that he can compare them all from a similar base of information. Stress questions put the candidate on the spot with a complicated, challenging, or seemingly accusatory question. They are often as much about how he/she responds to being asked such a tough question as they are about the answer itself.
Since off-the-wall or confrontational questions tend to jolt his/her equilibrium or put him/her in a defensive posture, this technique tests a candidate’s ability to be articulate and graceful under pressure. An example would have the interviewer speak quickly and aggressively, perhaps opening with “why should we hire you? ” These are generally meant to see how would the candidate perform under a pressure situation and are very apt for high-pressure jobs. Case method model: This type of interview involves questions in which the candidate will be asked to solve a hypothetical industry-related problem..
The purpose is not necessarily seeking a “correct” answer to the problem, but to evaluate the candidate’s problem solving and analytical reasoning skills. Investment banks and consulting firms most commonly use this type of interview. The exit interview is an interview given to departing employees, usually done for employees that voluntarily quit instead of those that are fired or laid off. Since the employee is leaving, they will often be more open and frank in their discussions about the company.
Those companies that do not conduct exit interviews miss out on a great opportunity! Hypothetical Questions Such questions encourage the other party to speculate or dream. They give you an idea of the creativity and aspirations of the candidate. One view is that you should invite the subject to do their own probing beyond personal experience. For example, “What if you had the moment to live over again. Is there anything you would have done differently? ” According to the second view, no hypothetical questions should be asked. They only get abstract answers.
Behavioral/Situational Questions You can tell much more regarding a person’s attitudes ,work habits, and skills by hearing him describe real action taken in real circumstances-mostly people tend to behave in future as they have behaved in past, It will also ,with careful questioning , reveal his values, and leadership behaviors. iew succeed. erns in questioning and evaluate using commom standards different information from the The issue with both the initial and final interview remains the same: are interviews effective means for gathering accurate information from which selection decisions can be made?