Basic Features Of Interviews

Basic features of interviews Interview An interview is a procedure designed to obtain information from a person through oral responses to oral inquiries; a selection interview which we’ll focus on in this chapter is a selection, procedure designed to predict future job performance on the basis of applications oral responses to oral inquiries. Types of interviews Unstructured interview An unstructured conversional style interview in which the interview persues points of interests as they come up in response to questions Structured interview An interview following a of set of sequence of questions Situational interview A series of job related questions that focus on how the candidate would behave in a given situation Behavioral interview A series of job related questions that focus on how candidate Reacted to actual situation in the past Job-related interview A series of job related questions that focus on relevant past job related behaviors. Administering the interview Unstructured sequential interview An interview in which each interviewer forms an independent opinion after asking different questions structured sequential interview an interview in which the applicant is interviewed sequentially by several persons

Panel interview An interview in which the group of interviews questions the applicants Mass interview A panel interview several candidates simultaneously Designing and conducting the effective interview A series of job related questions that focus on how the candidate would behave in a given situation steps involved in designing and conducting the interview step : 1job analysis write a job description with a list of job duties required knowledge, skills, abilities and qualifications step : 2 rate the job main duties identify and clearify the job main duties step : 3 create interview questions create interview questions that are based on actual job duties step : 4 create benchmark answers next, for each question, develop several descriptive answers and a five point rating scale for each. Step : 5 appoint the interview panel and conduct interview Companies generally conduct structured situational interview

Orienting employees Employee orientation A procedure for providing new employees with basic background information about the firm.

The training process Training The process of teaching new employees the basic skills they need to perform their jobs

Performance management The process employers use to make sure employees are working toward organizational goals.

The five step training and development process Training program consist of five steps

Needs analysis step; Identify the specific job performance skills needs, assesses the prospective trainees skills and develop specific, measurable knowledge and performance objectives based on any deficiencies.

Instructional design You decide on, compile, and produce the training programe content, including workbooks, exercises, and activities.

Validation step In which the bugs are work out of the training programe by presenting it to a small representative audience.

Implement the program Actual training the targeted employee group.

An evaluation step In which management assesses the program success or failure.

Training methods On-the-job training Training a person to learn a job while working on it.

Steps of (OJT) 1. 2. 3. 4.

Step: prepare the leaner step : present the operation step : do a try out step : follow up

Apprenticeship training A structured process by which people become skilled workers through a combination of classroom instruction and on the job training.

Informal learning Employees should not underestimate the importance or value of informal training. Surveys from the American society for training development estimate That as much as 80% of what employees learn on the job.

Job instruction training (JIT) Listing each job basic task along with key points. In order to provide step by step training for employees.

Lectures: Lecturing has several advantages. It is a quick and simple way to provide knowledge to large group of trainees, as when the sales force need to learn the specific features of new product. • Give your listeners signals to help them follow your ideas. • Don’t start out on the wrong foot. • Keep your conclusion short. • Watch body language for negative signals like fidgeting and cross arms. • At least look at each section of the audience during your presentation. • Break a long talk into a series of five minute talks. • Practices if possible.

Programmed learning A systematic method for teaching job skills involving presenting questions or facts, allowing the person to respond, and giving the learner immediate feedback on the accuracy of his or her answers.

Simulated training Training employees on special of the job equipment.

Managerial – on – the job training Job rotation A management training technique that involves moving a trainee from department to department

Action learning A training by which management trainees are allowed to work full time analyzing and solving problems in other departments

Off – the job management training and development techniques The case study method A development method in which the manager is presented with a written description of an organizational problem to diagnose and solve.

Management game A development technique in which teams of managers complete by making computerized decisions regarding realistic but simulated situations

Role playing A training technique in which trainees act out part in a realistic management situation.

In – house development center A company based method for exposing prospective managers to realistic exercises to develop improved management skills.

Basic concept of performance appraisal and performance management Performance appraisal Evaluating an employees current or past performance relative to his\ her performance standards

Performance management A process that consolidates goal setting, performance appraisal and development into a single, common system.

Defining the employees goals Some of the employees goals are given below

• • • •

Assign specific goals Assign measurable goals Assign challenging but doable goals Encourage participation

Steps in appraising performance Graphic rating scale method A scale that lists a number of trains and a range of performance for each.the employee is then rated by identified the score that the best describes his or her level of performance for each trait.

Alternation ranking method Ranking employees from best to worst on a particular trait. Choosing highest, than lowest, until all are ranked.

Paired comparison method Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which is the batter employee of the pair

Forced distribution method Similer to grading on a curve predetermined %ages of rates are placed in various performance categories Critical incident method Keeping a record of uncommonly good\undesirable examples of an employees work related behavior and reviewing it with the employee at predetermined times