© Copyright The McGraw-Hill Companies, Inc., 2008 Slide 1

Chapter 6Chapter 6

Principles of InterviewingPrinciples of Interviewing

• Planning the InterviewPlanning the Interview

• Conducting the InterviewConducting the Interview

• The Ethics of InterviewingThe Ethics of Interviewing

Chapter OutlineChapter Outline

© Copyright The McGraw-Hill Companies, Inc., 2008 Slide 2

Principles of InterviewingPrinciples of Interviewing

• Interviewing is a special kind of conversationInterviewing is a special kind of conversation– Has a definite purposeHas a definite purpose

– More structuredMore structured

– Strong element of controlStrong element of control

– Two parties: Two parties: interviewerinterviewer and and respondentrespondent

– Different amounts of speaking (30/70)Different amounts of speaking (30/70)

– A significant aspect of daily businessA significant aspect of daily business

© Copyright The McGraw-Hill Companies, Inc., 2008 Slide 3

Principles of InterviewingPrinciples of Interviewing

Kinds of InterviewsKinds of Interviews

SelectionSelection Performance AppraisalPerformance Appraisal

DisciplinaryDisciplinary SurveySurvey

DiagnosticDiagnostic ResearchResearch

InvestigativeInvestigative ExitExit

© Copyright The McGraw-Hill Companies, Inc., 2008 Slide 4

Planning the InterviewPlanning the Interview

• Define the GoalDefine the Goal

• Identify and Analyze the Other PartyIdentify and Analyze the Other Party– Consider these factors:Consider these factors:

•Knowledge levelKnowledge level • Other’s concept of self• Other’s concept of self•Your imageYour image • Attitude• Attitude

• Prepare a List of TopicsPrepare a List of Topics– Often clarifies when the purpose is clearOften clarifies when the purpose is clear

© Copyright The McGraw-Hill Companies, Inc., 2008 Slide 5

Planning the InterviewPlanning the Interview

• Choose the Best Interview StructureChoose the Best Interview Structure–Highly structuredHighly structured

• Standardized list of questions, often with Standardized list of questions, often with specific wording and question orderspecific wording and question order

• Structured to allow limited range of answersStructured to allow limited range of answers

• No freedom for interviewer follow-upNo freedom for interviewer follow-up

• Lower standard for interviewer skillLower standard for interviewer skill

• Common in market researchCommon in market research

© Copyright The McGraw-Hill Companies, Inc., 2008 Slide 6

Planning the InterviewPlanning the Interview

• Choose the Best Interview StructureChoose the Best Interview Structure–NonstructuredNonstructured

• Topical agenda with a few key questionsTopical agenda with a few key questions

• Not structured in order to facilitate a large Not structured in order to facilitate a large range of answersrange of answers

• High standard for interviewer skill High standard for interviewer skill

• Great freedom for interviewer follow-upGreat freedom for interviewer follow-up

• Common where focus is on the individual being Common where focus is on the individual being interviewed, rather than broad market trendsinterviewed, rather than broad market trends

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Planning the InterviewPlanning the Interview

• Choose the Best Interview StructureChoose the Best Interview Structure–Moderately structuredModerately structured

• List of topics to cover with probable orderList of topics to cover with probable order

• List of major questions and follow-up List of major questions and follow-up questionsquestions

• High standard for interviewer skill High standard for interviewer skill

• Gives interviewer assistance in follow-upGives interviewer assistance in follow-up

• Common where focus is on the individual, but Common where focus is on the individual, but topics need more control than nonstructuredtopics need more control than nonstructured

© Copyright The McGraw-Hill Companies, Inc., 2008 Slide 8

Planning the InterviewPlanning the Interview

• Consider Possible QuestionsConsider Possible Questions–Open Open versusversus Closed Closed

–Factual Factual versus versus OpinionOpinion

–Primary Primary and and SecondarySecondary

–Direct Direct and and IndirectIndirect

–Hypothetical Hypothetical and and Critical IncidentCritical Incident

–LeadingLeading

© Copyright The McGraw-Hill Companies, Inc., 2008 Slide 9

Planning the InterviewPlanning the Interview

• Arrange the SettingArrange the Setting–TimeTime

• Duration of the interviewDuration of the interview• Surrounding events Surrounding events (meals, other meetings)(meals, other meetings)

–PlacePlace• DistractionsDistractions• Physical and Power arrangementPhysical and Power arrangement

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Conducting the InterviewConducting the Interview

• OpeningOpening– Greeting and building rapportGreeting and building rapport– OrientationOrientation

• Reason for the interviewReason for the interview• Information needed and how it will be usedInformation needed and how it will be used• Clarify ground rulesClarify ground rules• Approximate length of interview Approximate length of interview

– MotivationMotivation• What are the payoffs?What are the payoffs?

© Copyright The McGraw-Hill Companies, Inc., 2008 Slide 11

Conducting the InterviewConducting the Interview

• BodyBody–Responsibilities of the InterviewerResponsibilities of the Interviewer

• Control and focus the conversationControl and focus the conversation• Listen activelyListen actively• Use secondary questions to probe for Use secondary questions to probe for

informationinformation–Silence is often the best probeSilence is often the best probe

© Copyright The McGraw-Hill Companies, Inc., 2008 Slide 12

Conducting the InterviewConducting the Interview

• BodyBody–The Interviewee’s RoleThe Interviewee’s Role

• Listen activelyListen actively

• Give clear, detailed answersGive clear, detailed answers

• Correct misunderstandingsCorrect misunderstandings

• Cover your own agendaCover your own agenda–Ask questionsAsk questions

© Copyright The McGraw-Hill Companies, Inc., 2008 Slide 13

Conducting the InterviewConducting the Interview

• ClosingClosing–Review and clarify resultsReview and clarify results

–Establish future actionsEstablish future actions• Preview next interview or “Why don’t I give Preview next interview or “Why don’t I give

you a call by Friday?”you a call by Friday?”

–Conclude with pleasantriesConclude with pleasantries• Thank youThank you

© Copyright The McGraw-Hill Companies, Inc., 2008 Slide 14

The Ethics of InterviewingThe Ethics of Interviewing

• Obligations of the InterviewerObligations of the Interviewer– Make only promises you are willing to keepMake only promises you are willing to keep

• Example: Example: chances of making a job offerchances of making a job offer

– Keep confidencesKeep confidences

– Allow the interviewee to make free responsesAllow the interviewee to make free responses

– Treat the interviewee with respectTreat the interviewee with respect

© Copyright The McGraw-Hill Companies, Inc., 2008 Slide 15

The Ethics of InterviewingThe Ethics of Interviewing

• Obligations of the IntervieweeObligations of the Interviewee–Don’t misrepresent facts or your Don’t misrepresent facts or your

positionposition

–Don’t waste the interviewer’s timeDon’t waste the interviewer’s time• Be qualified for the interviewBe qualified for the interview

• Be preparedBe prepared