Real Reference: A Study Tool
Now that you have finished reading this Appendix, you can
Define the nature of interviews:
- An interview is a transaction between two parties that is deliberate and purposeful (p. 500).
- Interviews are planned, goal-driven, structured, dyadic (involving two parties), and transactional (p. 500).
Outline the different types of interviews:
- The information-gathering interview serves to transfer knowledge from one party to the other (p. 501). Service-oriented interviews provide advice or support after getting necessary information (p. 502). Media interviews question and analyze people, politics, media, and events (p. 502).
- In a persuasive interview, questions are designed to change the interviewee’s behavior or opinions (p. 502). A problem-solving interview deals with problems, tensions, or conflicts (pp. 502–503). Motivational interviews are persuasive by eliciting change collaboratively through goal-oriented questions designed to strengthen personal motivation (p. 503).
- Performance appraisals allow you to review your accomplishments and plan your goals (p. 503).
- In exit interviews, employers seek to identify organizational problems that might affect employee retention (pp. 503–504).
- In a selection interview, the primary goal is to fill a position in an organization (p. 504). Selection interviews designed to gain employment are job interviews (p. 504).
Describe the three parts of an interview: opening, questions, and conclusion:
- An interview should open with the topic and length (the task), something about the interviewer and how the information will be used (the relationship), and who will benefit (the motivation) (p. 504).
- Questions and answers accomplish the goals of the interview (pp. 505–506).
- An open question gives the interviewee freedom to respond in his or her own words (p. 506).
- Closed questions limit answers to specific choices; bipolar questions can be answered with only “yes” or “no” (p. 506).
- Primary questions introduce new topics; secondary questions seek clarification (p. 506).
- Directed questions, leading questions, or loaded questions may subtly or even blatantly influence the answer, whereas neutral questions do not hint at a preferred answer (pp. 508–509).
- There are three main structures for ordering interview questions: the funnel sequence, inverted funnel sequence, or tunnel sequence, (pp. 509–510).
- Interviewers use verbal and nonverbal strategies to conclude and summarize the interview (pp. 510–512).
Devise an interview strategy from the interviewer’s point of view:
- Consider potential barriers that might be disruptive (pp. 511–512).
- Find ways to put the interviewee at ease (p. 512).
- Make sure the questions are ethical and appropriate (p. 512).
- Remember to listen well and take notes (p. 512).
Prepare for the role of interviewee:
- Have a clear idea of what you want to achieve in the interview (p. 512).
- Don’t arrive tired or hungry. Dress appropriately, and bring any documents you may need (p. 513).
- Listen and respond effectively (p. 513).
- Share with the interviewer the responsibility of adapting to the situation and the person, being particularly sensitive to cultural differences (pp. 513–514).
Secure job interviews and manage them with confidence:
- Locate jobs through networking connections, placement centers, and job-specific sites (pp. 515–516).
- Networking involves meeting new people through people you already know (p. 515).
- Write an effective résumé and cover letter (pp. 518–520).
- Remember that rejection is not uncommon (p. 520).
- Impression management involves both verbal and nonverbal behaviors (p. 522).
- Come prepared to answer standard questions about your abilities, desire, personality, character, and health (p. 523).
- Answer difficult questions honestly but be brief; decline to answer or defuse questions that are unethical (p. 524).
- Ask thoughtful questions about the position and the organization (pp. 524, 526).
- Follow up with a note of thanks (p. 526).