Your Reference
Now that you have finished reading this appendix, you can
Define the nature of interviews:
- An interview is an interaction between two parties that is deliberate and purposeful (p. 362).
- Interviews are planned, goal-driven, structured, dyadic (involving two parties), and interactive (pp. 362–363).
Outline the different types of interviews:
- The information-gathering interview serves to transfer knowledge from one party to the other (pp. 363–364).
- Performance appraisals allow you to review your accomplishments and plan your goals (p. 364).
- A problem-solving interview deals with problems, tensions, or conflicts (p. 364).
- In exit interviews, employers seek to identify organizational problems (pp. 364–365).
- Persuasive interviews, are designed to change behavior or opinions (p. 365).
- Service-oriented interviews are designed to cull information and provide advice or support (p. 365).
- In a selection interview, the primary goal is to fill a position in an organization (pp. 365–366).
Describe the three parts of an interview: opening, questions, and conclusion:
- An interview should open with the three things interviewees will want to know: 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. 366).
- Questions and answers accomplish the goals of the interview (p. 367).
- An open question gives the interviewee freedom in how to respond (p. 367).
- Closed questions restrict answer choices; bipolar questions can be answered with only “yes” or “no” (p. 367).
- Primary questions introduce new topics; secondary questions seek clarification (pp. 367–368).
- Neutral questions do not hint at a preferred answer, whereas directed questions, leading questions, or loaded questions may subtly or even blatantly influence the answer (p. 369).
- There are three main structures for ordering interview questions: the funnel sequence, the inverted funnel sequence, or the tunnel sequence, each varying in its level of specificity (pp. 369–370).
- Interviewers use verbal and nonverbal strategies to conclude, summarize, and support the interview (pp. 370–371).
Devise an interview strategy from the interviewer’s point of view:
- Consider barriers that might be disruptive (p. 372).
- Find ways to put the interviewee at ease (p. 372).
- Make sure the questions are ethical (p. 372).
- Remember to listen well and take notes (p. 372).
Prepare for the role of interviewee:
- Have a clear idea of your personal goals (pp. 372–373).
- Don’t arrive tired or hungry. Dress appropriately, and bring any documents you may need (p. 373).
- Listen and respond effectively (pp. 373–374).
- Adapt to the situation, being particularly sensitive to cultural differences (p. 374).
Secure job interviews and manage them with confidence:
- Networking involves meeting new people through people you already know (p. 375).
- Write an effective résumé and cover letter (pp. 375–379).
- Nonverbal cues are as important as what you say to make a good first impression (p. 380).
- Come prepared to answer standard questions about your abilities, desire, personality, character, and health (p. 380).
- Answer difficult questions honestly to show that you know how to evaluate your own weaknesses and improve on them, but be brief; decline to answer a question that is unethical (pp. 380–381).
- Ask thoughtful questions about the position and the organization (pp. 381–382).
- Follow up with a note of thanks (p. 382).