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CHAPTER 1: MEANING AND INTRODUCTION

What is an interview? An interview is a conversation between two people (the interviewer and the interviewee) where questions are asked by the interviewer to obtain information from the interviewee All job interviews have the same objective, but employers reach that objective in a variety of ways. You might enter the room expecting to tell stories about your professional successes and instead find yourself selling the interviewer a bridge or editing code at a computer. One strategy for performing your best during an interview is to know the rules of the particular game you are playing when you walk through the door. Interviews are among the most challenging and rewarding forms of measurement. They require a personal sensitivity and adaptability as well as the ability to stay within the bounds of the designed protocol. Each interview is unique like a small work of art and sometime the art may not be very good. Each interview has its own ebb and flow its own pace. To the outsider interview looks like a fairy standard, simple prosaic effort but to the interviewer it can be field with special nuances and interpretations that arent often immediately apparent. Every interview includes some common components. Theres the opening , where the interviewer gains entry and establishes the rapport and tone for what follows. There is the middle game, the heart of the process that consists of questions and the improvisations of the probe. And, finally there is the end game, the wrap-up. Where the interviewer and respondent establish a sense of closure. Whether its two minute phone interview or a personal interview that spans hours. The interview is bit of theater, a mini drama that involves real lives in real time.

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Interview as method of qualitative research "Definition" - The qualitative research interview seeks to describe and the meanings of central themes in the life world of the subjects. The main task in interviewing is to understand the meaning of what the interviewees say.(Kvale,1996)

Aspects of qualitative research interviews

Interviews are completed by the interviewer based on what the interviewee says. Interviews are a far more personal form of research than questionnaires. In the personal interview, the interviewer works directly with the interviewee. Unlike with mail surveys, the interviewer has the opportunity to probe or ask follow up questions.

Interviews are generally easier for the interviewee, especially if what is sought are opinions and/or impressions.

Interviews are time consuming and they are resource intensive. The interviewer is considered a part of the measurement instrument and interviewer has to be well trained in how to respond to any contingency.

Reasons for using interviews

investigate issues in an in depth way discover how individuals think and feel about a topic and why they hold certain opinions

investigate the use, effectiveness and usefulness of particular library collections and services

inform decision making, strategic planning and resource allocation sensitive topics which people may feel uncomfortable discussing in a focus group

add a human dimension to impersonal data Deepen understanding and explain statistical data. Page 2

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CHAPTER 2: OBJECTIVE AND IMPORTANCE OF INTERVIEW

Objective of the Interview

An interviewer has one objective: to decide whether or not to make you a job offer. While the interviewer will examine your work history and educational background, your strengths and accomplishments will also be important criteria. He or she is also interested in evaluating your level of motivation, values, attitude and personality. In other words, to find out if youre the right person for the job, what your potential is for promotion and whether or not you will fit into the company environment.

While its true that an interview is an important screening tool for companies, it also allows you to learn those things you need to know about the position and the company so that you can make an intelligent decision about the job. Always approach an interview focused on your objective: getting a job offer.

As with many situations, preparation is the key to success. The job market is very competitive and you probably will not be the only qualified candidate for a position. The deciding factor may simply be the way you present your skills and qualifications relevant to the position and how well you conduct yourself during the interview.

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Importance of interview

1. Information about job-seeking candidate In an interview, the employer can collect complete information about the job-seeking candidate. Interview collects information about the candidate's cultural and educational background, work experience, intelligence quotient, communication skills, personality type, interests, social behaviour, etc.

2. Supplements the application blank Due to some limitations, the job-seeking candidate cannot give his full information or details in the Application Blank for employment. However, an interviewer can collect additional relevant information of the candidate by scheduling a personal meeting with him. During meeting, interview process helps an interviewer to collect that information which is currently not available in the Application Blank. Thus, an interview supplements the Application Blank by collecting and verifying some missing information of the candidate.

3. Interview helps to select a right person In an interview, the interviewer can see and talk to the candidates. So he can make a correct decision, whether to select or reject the candidate. Personal interview is the best method of selecting the right person for the right post.

4. Interview collects useful information In an interview, the candidates discuss about their past work experiences, achievements, research works, etc. Interview helps an employer to collect a lot of useful information from different candidates. The employer can use this collected information to solve problems of his firm and improve efficiency.

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5. Good interview increases goodwill An interview is a public-relation tool. So, it should be conducted properly in a friendly and fearless environment. The candidates being interviewed should be treated with dignity and respect. Whether the candidate is selected or rejected, he / she should feel happy about the employer. This will boost the image of the employer. So, a good interview session always increases the goodwill of the employer.

6. Helps in promotions and transfers A personal interview also helps an employer to evaluate his staff for promotions, transfers, etc.

The Role of the Interviewer

The interviewer is really the "jack-of-all-trades" in survey research. The interviewer's role is complex and multifaceted. It includes the following tasks: Locate and enlist cooperation of respondents The interviewer has to find the respondent. In door-to-door surveys, this means being able to locate specific addresses. Often, the interviewer has to work at the least desirable times (like immediately after dinner or on weekends) because that's when respondents are most readily available. Motivate respondents to do good job If the interviewer does not take the work seriously, why would the respondent? The interviewer has to be motivated and has to be able to communicate that motivation to the respondent. Often, this means that the interviewer has to be convinced of the importance of the research.

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Clarify any confusion/concerns Interviewers have to be able to think on their feet. Respondents may raise objections or concerns that were not anticipated. The interviewer has to be able to respond candidly and informatively. Observe quality of responses Whether the interview is personal or over the phone, the interviewer is in the best position to judge the quality of the information that is being received. Even a verbatim transcript will not adequately convey how seriously the respondent took the task, or any gestures or body language that were evident. Conduct a good interview Last, and certainly not least, the interviewer has to conduct a good interview! Every interview has a life of its own. Some respondents are motivated and attentive, others are distracted or disinterested. The interviewer also has good or bad days. Assuring a consistently high-quality interview is a challenge that requires constant effort.

Stages of interview investigation

Thematizing, the why and what of the investigation Designing, plan the design of the study Interviewing, conduct the interview based on a guide Transcribing, prepare the interview material for analysis Analyzing, decide on the purpose, the topic, the nature and methods of analysis that are appropriate

Verifying, ascertain the validity of the interview findings Reporting, communicate findings of the study based on academic criteria

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CHAPTER 3: TYPES OF INTERVIEW

Types Of Interview

Informal, conversational interview - no predetermined questions are asked, in order to remain as open and adaptable as possible to the interviewees nature and priorities; during the interview the interviewer goes with the flow.

General interview guide approach - intended to ensure that the same general areas of information are collected from each interviewee; this provides more focus than the conversational approach, but still allows a degree of freedom and adaptability in getting the information from the interviewee

Standardized, open-ended interview - the same open-ended questions are asked to all interviewees; this approach facilitates faster interviews that can be more easily analyzed and compared.

Closed, fixed-response interview - all interviewees are asked the same questions and asked to choose answers from among the same set of alternatives. This format is useful for those not practiced in interviewing.

Employment-related

A job interview is a process in which a potential employee is evaluated by an employer for prospective employment in their company, organization, or firm. During this process, the employer hopes to determine whether or not the applicant is suitable for the role. A job interview typically precedes the hiring decision, and is used to evaluate the candidate. The interview is usually preceded by the evaluation of

submitted rsums from interested candidates, then selecting a small number of candidates for interviews. Potential job interview opportunities also include networking events and career fairs. The job interview is considered one of the most INTERVIEW Page 7

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useful tools for evaluating potential employees.[1] It also demands significant resources from the employer, yet has been demonstrated to be notoriously unreliable in identifying the optimal person for the job.[1] An interview also allows the candidate to assess the corporate culture and demands of the job.

Panel

Another type of job interview found throughout the professional and academic ranks is the panel interview. In this type of interview the candidate is interviewed by a group of panelists representing the various stakeholders in the hiring process. Within this format there are several approaches to conducting the interview. Example formats include;

Presentation format The candidate is given a generic topic and asked to make a presentation to the panel. Often used in academic or sales-related interviews. Role format Each panelist is tasked with asking questions related to a specific role of the position. For example one panelist may ask technical questions, another may ask management questions, another may ask customer service related questions etc. Skeet shoot format The candidate is given questions from a series of panelists in rapid succession to test his or her ability to handle stress filled situations.

The benefits of the panel approach to interviewing include: time savings over serial interviewing, more focused interviews as there is often less time spend building rapport with small talk, and "apples to apples" comparison because each stake holder/interviewer/panelist gets to hear the answers to the same questions.[55]

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Stress

Stress interviews are still in common use. One type of stress interview is where the employer uses a succession of interviewers (one at a time or en masse) whose mission is to intimidate the candidate and keep him/her off-balance. The ostensible purpose of this interview: to find out how the candidate handles stress. Stress interviews might involve testing an applicant's behavior in a busy environment. Questions about handling work overload, dealing with multiple projects, and handling conflict are typical.[56] Another type of stress interview may involve only a single interviewer who behaves in an uninterested or hostile manner. For example, the interviewer may not make eye contact, may roll his eyes or sigh at the candidate's answers, interrupt, turn his back, take phone calls during the interview, or ask questions in a demeaning or challenging style. The goal is to assess how the interviewee handles pressure or to purposely evoke emotional responses. This technique was also used in research protocols studying stress and type A (coronary-prone) behavior because it would evoke hostility and even changes in blood pressure and heart rate in study subjects. The key to success for the candidate is to de-personalize the process. The interviewer is acting a role, deliberately and calculatedly trying to "rattle the cage". Once the candidate realizes that there is nothing personal behind the interviewer's approach, it is easier to handle the questions with aplomb. Example stress interview questions:

Sticky situation: "If you caught a colleague cheating on his expenses, what would you do?"

Putting you on the spot: "How do you feel this interview is going?" Popping the balloon: (deep sigh) "Well, if that's the best answer you can give ... " (shakes head) "Okay, what about this one ...?"

Oddball question: "What would you change about the design of the hockey stick?"

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Doubting your veracity: "I don't feel like we're getting to the heart of the matter here. Start again tell me what really makes you tick."

Candidates may also be asked to deliver a presentation as part of the selection process. The "Platform Test" method involves having the candidate make a presentation to both the selection panel and other candidates for the same job. This is obviously highly stressful and is therefore useful as a predictor of how the candidate will perform under similar circumstances on the job. Selection processes in academic, training, airline, legal and teaching circles frequently involve presentations of this sort.

Technical

This kind of interview focuses on problem solving and creativity. The questions aim at the interviewee's problem-solving skills and likely show their ability and creativity. Sometimes these interviews will be on a computer module with multiple-choice questions.

Telephone

Telephone interviews take place if a recruiter wishes to reduce the number of prospective candidates before deciding on a shortlist for face-to-face interviews. They also take place if a job applicant is a significant distance away from the premises of the hiring company, such as abroad or in another state or province.

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Informal interview
An Informational Interview is a meeting in which a job seeker asks for career and industry advice rather than employment. The job seeker uses the interview to gather information on the field, and to find employment leads and expand their professional network. This differs from a job interview because the job seeker asks the questions. The term was coined by Richard Nelson Bolles, author of the best-selling career handbook, What Color Is Your Parachute? There may or may not be a specific employment opportunity available. Nevertheless, job interview etiquette is expected. Informational interviews are initiated by the job seeker. [1] There are many avenues the job seeker may pursue to obtain the informational interview. Career and social networking, newspaper want ads, job boards, placement services, company websites, trade association and professional meetings, human resource contacts, professors and teachers, job search engines, and professional recruiters Etiquette of informal interview Because the job seeker initiates the interview, and the person being interviewed is the professional doing a favor by being interviewed by the job seeker, [2] it is important to be mindful of guidelines of informational interview etiquette, in addition to etiquette for traditional interviews:

prepare with research about the industry and the individual; arrange a time and place convenient to the professional; set a short time for the discussion (15 minutes is not unusual); have business cards available; dress appropriately; arrive promptly; ask well-prepared questions; offer to terminate the meeting at the end of the agreed time; offer to pay any bill associated with the meeting (from coffee to dinner tab); and write a personalized thank you note, preferably on stationery.

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Exit interview An exit interview is a survey conducted with an individual who is separating from an organization or relationship. Most commonly, this occurs between an employee and an organization, a student and an educational institution, or a member and an association. An exit interview is the most accurate instrument in assessing the issues that drive an individual to leave an organization. Few other tools illustrate why the individual is separating, what he or she valued while at the organization, and what aspects of the organization needs improvement in order to increase employee engagement, performance, and loyalty. An organization can use the information gained from an exit interview to assess what should be improved, changed, or remain intact. More so, an organization can use the results from exit interviews to reduce employee, student, or member turnover and increase productivity and engagement, thus reducing the high costs associated with turnover. Some examples of the value of conducting exit interviews include shortening the recruiting and hiring process, reducing absenteeism, improving innovation, sustaining performance, and reducing possible litigation if issues mentioned in the exit interview are addressed.It is important for each organization to customize its own exit interview in order to maintain the highest levels of survey validity and reliability.

The Screening Interview Companies use screening tools to ensure that candidates meet minimum qualification requirements. Computer programs are among the tools used to weed out unqualified candidates. (This is why you need a digital resume that is screening-friendly. See our resume center for help.) Sometimes human professionals are the gatekeepers. Screening interviewers often have honed skills to determine whether there is anything that might disqualify you for the position. Remember-they do not need to know whether you are the best fit for the position, only whether you are not a match. For this reason, screeners tend to dig for dirt. Screeners will hone in on gaps in your

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employment history or pieces of information that look inconsistent. They also will want to know from the outset whether you will be too expensive for the company. Some tips for maintaining confidence during screening interviews:

Highlight your accomplishments and qualifications. Get into the straightforward groove. Personality is not as important to the screener as verifying your qualifications. Answer questions directly and succinctly. Save your winning personality for the person making hiring decisions!

Be tactful about addressing income requirements. Give a range, and try to avoid giving specifics by replying, "I would be willing to consider your best offer."

If the interview is conducted by phone, it is helpful to have note cards with your vital information sitting next to the phone. That way, whether the interviewer catches you sleeping or vacuuming the floor, you will be able to switch gears quickly.

The Group Interview Interviewing simultaneously with other candidates can be disconcerting, but it provides the company with a sense of your leadership potential and style. The group interview helps the company get a glimpse of how you interact with peers-are you timid or bossy, are you attentive or do you seek attention, do others turn to you instinctively, or do you compete for authority? The interviewer also wants to view what your tools of persuasion are: do you use argumentation and careful reasoning to gain support or do you divide and conquer? The interviewer might call on you to discuss an issue with the other candidates, solve a problem collectively, or discuss your peculiar qualifications in front of the other candidates. This environment might seem overwhelming or hard to control, but there are a few tips that will help you navigate the group interview successfully: INTERVIEW Page 13

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Observe to determine the dynamics the interviewer establishes and try to discern the rules of the game. If you are unsure of what is expected from you, ask for clarification from the interviewer.

Treat others with respect while exerting influence over others. Avoid overt power conflicts, which will make you look uncooperative and immature.

Keep an eye on the interviewer throughout the process so that you do not miss important cues.

The Follow-up Interview Companies bring candidates back for second and sometimes third or fourth interviews for a number of reasons. Sometimes they just want to confirm that you are the amazing worker they first thought you to be. Sometimes they are having difficulty deciding between a short-list of candidates. Other times, the interviewer's supervisor or other decision makers in the company want to gain a sense of you before signing a hiring decision. The second interview could go in a variety of directions, and you must prepare for each of them. When meeting with the same person again, you do not need to be as assertive in your communication of your skills. You can focus on cementing rapport, understanding where the company is going and how your skills mesh with the company vision and culture. Still, the interviewer should view you as the answer to their needs. You might find yourself negotiating a compensation package. Alternatively, you might find that you are starting from the beginning with a new person.

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CHAPTER 4 : ADVANTAGES AND DIS-ADVANTAGES

Advantages of interviews
They are useful to obtain detailed information about personal feelings, perceptions and opinions They allow more detailed questions to be asked They usually achieve a high response rate Respondents' own words are recorded Ambiguities can be clarified and incomplete answers followed up precise wording can be tailored to respondent and precise meaning of questions clarified (eg for students with english as a second language) Interviewees are not influenced by others in the group Some interviewees may be less self-conscious in a one-to-one situation.
Useful for determining if the applicant has requisite communicative or social skills which may be necessary for the job Interviewer can obtain supplementary information used to appraise candidates' verbal fluency Can assess the applicant's job knowledge Can be used for selection among equally qualified applicants Enables the supervisor and/or co-workers to determine if there is compatibility between the applicant and the employees Allows the applicant to ask questions that may reveal additional information useful for making a selection decision The interview may be modified as needed to gather important information

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Disadvantages of interviews

The main disadvantages of interviews are: they can be very time-consuming: setting up, interviewing, transcribing, analysing, feedback, reporting they can be costly different interviewers may understand and transcribe interviews in different ways. Training and practice requirements. Time and cost Confidentiality Potential to cue, bias or distort IEE responses. subjective evaluations are made decisions tend to be made within the first few minutes of the interview with the remainder of the interview used to validate or justify the original decision interviewers form stereotypes concerning the characteristics required for success on the job research has shown disproportionate rates of selection between minority and non-minority members using interviews negative information seems to be given more weight not much evidence of validity of the selection procedure not as reliable as tests

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CHAPTER 5: PREPARATIONS AND INTERVIEW PROCESS

Preparation

I.

Know Yourself Can you honestly visualize resigning from your current position? (See Dealing with Counteroffers) What are your strengths? What are your weaknesses? What are your short and long-term goals? Evaluate yourself in terms of the position you seek. Formulate responses by asking the question: Why should they hire me? Remember that youre there to sell yourself and secure a job offer.

II.

Research the Company Utilize the library to review annual reports, trade magazines and newspaper articles. The Internet offers a wealth of company information and industry statistics. Know the companys products and services. Be prepared to tell the interviewer why their company is attractive to you.

III.

Items to Bring to the Interview References i. Use three former supervisors who are familiar with your work. ii. Include their name and company as well as home and work phone numbers and email address. iii. Always consult with references for their approval and to ensure that their remarks are positive.

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Resume i. Review your resume thoroughly and be prepared to discuss all points. ii. Always bring a resume copy identical to the one supplied to the interviewer. iii. Bring along samples of your work if possible. Never discuss or show proprietary information.

Other Items i. Bring a folder and pen to the interview to jot down notes. ii. Prepare and review your questions as well as specific responses. iii. Bring directions to the interview location as well as the interviewers phone number in case youre running late. iv. Bring along your recruiters phone number to give immediate feedback after the interview.

IV.

Arrival at the Interview Arrive no earlier than fifteen minutes before the interview but no later than five minutes prior to the interview. Allow adequate time for traffic, parking and a last minute appearance check. If possible scout out the location the day before the interview to avoid last minute problems. Review your notes and go in with confidence. If asked, complete an application. Complete the application in full and leave no blanks. Do not write see resume as a response to any application question. Respond to expected salary questions as open and current salary questions truthfully. List references if requested. Your recruiters name should be your response to any referred by questions.

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Appearance

Male Candidates

Fingernails should be short and clean; manicured if possible. Hair should be clean, well groomed, and freshly trimmed. Use a dandruff shampoo, if necessary, and always comb hair with your jacket off. A navy blue or dark gray suit is appropriate for most positions. Be sure its cleaned and pressed. Men with stout builds should avoid three-piece suits. Shirts should be white, freshly laundered, and well pressed. A quiet tie with a subtle design and a hint of red is suitable for a first interview. Avoid loud colors and busy designs. Jewelry should be kept minimal. A watch and wedding or class ring are acceptable. Dont wear jewelry or pins that indicate membership in religious or service organizations. Use deodorant and avoid colognes or fragrances completely.

Shoes that are black and freshly polished (including the heels) are a safe choice for an interview. Socks should be the same color as your suit. For good posture cross legs at the ankles, not at the knees. Maintain good eye contact. Do not take cell phones or beepers into an interview.

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Female Candidates

Fingernails should be clean; manicured if possible. Choose subtle low-key colors over bright fashion colors for nail polishes. Wear a suit or tailored dress in basic navy, gray, brown, camel or black. Blouses should also be tailored and color coordinated. Dont wear big bows or ties.

Proper undergarments should always be worn. Avoid exotic hairstyles and excessive makeup. Hair should be neat, clean and brushed with your jacket off. Makeup should be light and natural looking. Use deodorant and avoid colognes or fragrances. Jewelry should be limited and subtle. Dont wear jewelry or pins that indicate membership in religious or service organizations. A closed tow pump that is color coordinated with your outfit is appropriate for your interview. Avoid open toed shoes or sling-backs. For good posture cross legs at the ankles, not at the knees. Maintain good eye contact. Do not take cell phones or beepers into an interview.

Dos and Donts

During employment interviews, an employer should ask questions that determine whether or not the potential employee will be able to perform the job they are seeking. An employer must avoid asking questions that might indicate discrimination against certain individuals even if that was not the employers intent. There are ways to ask an employee about his or her ability to do the job while avoiding impermissible questions.

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Dont ask a potential employee if she is married, has children or plans to have children. These questions might provide the basis for a sex discrimination claim under Title VII of the Civil Rights Act of 1964. Do describe the job requirements you are concerned about such issues as overtime or travel and ask if she will be able to meet them. For example, you can state that frequent overtime is necessary on the job and ask the interviewee if she will be able to work overtime when needed. Dont ask a potential employee about his religion. Do let the interviewee know if work is required on Saturdays or Sundays and then ask if he can work on those days. Dont ask how old are you or when did you graduate from high school? These questions might indicate discrimination on the basis of age, which is prohibited by the Age Discrimination in Employment Act of 1967. Do Ask if the interviewee has the necessary skills to do the job. For example, ask What experience do you have working with Microsoft Word? You can also ask for the dates when post high school education was completed. Dont ask an interviewee if she is a citizen. This could expose you to a discrimination claim under Title VII of the Civil Rights Act of 1964, which prohibits discrimination on the basis of national origin, or under the Immigration Reform and Control Act, which prohibits discrimination on the basis of citizenship or national origin. Do ask if you were hired, would you be able to provide proof of authorization to work in the US? Dont ask the potential employee if he has a disability that will interfere with his ability to do the job, if he has a specific illness, or how many days he was sick in the past year. All of these questions could indicate that you are discriminating against a

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qualified individual with a disability in violation of the Americans with Disabilities Act of 1990. Do make sure that the interviewee meets all of the necessary prerequisites of the job, including education, skills, experience, licenses, training, certificates, and other job related requirements such as the ability to work with others or good judgment. Also, do describe the essential functions of the job and ask the interviewee if he can perform those functions with or without accommodations. For example, if interviewing a blind applicant for the job of social worker, ask How will you fill out our client intake form? You may also ask a potential employee how many days of leave of absence were taken during the prior year as long as you do not ask for what purpose, i.e. do not ask whether leave taken was sick or personal.

Etiquettes to be followed by employee

Dont cross-examine the employer. Ask questions requiring an explanation. Questions which can be answered with a yes or no are conversation stoppers. Dont interrupt when the employer is answering YOUR question. Ask job-relevant questions. services, people. Prior to the interview, write your list of Interest Questions and take them with you. Ask about your potential peers, subordinates, and superiors. Take notes. Ask the employer how he/she got where they are today. Focus on the job, the company, products,

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Interview process
Stage 1: Determine what information is required. What do you want to find out? Stage 2: Decide on the method of data collection and the audience for the interviews eg students, library staff, academics. Interviews can be conducted face-to-face, by telephone or using chat messaging. Interviewees might be contacted by email, posters or flyers or, if particular individuals are to be targeted, by individual invitations sent by post or email. Tutors may be useful to help to recruit students. Invitations should describe:

the purpose of the interview the participants' role and what is expected of them how long the interview will last any rewards which will be provided.

Stage 3: Draft the interview schedule, considering content, wording, format, structure and layout Issues to consider

Can the question be easily understood? Is the question biased? Is the question necessary to the evaluation? Will interviewees be willing to provide the information? Is the question applicable to all interviewees? Does the question allow interviewees to offer their opinions/expand on basic answers?

Are follow up questions likely to be required? Will it be straightforward to analyse?

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Stage 4: Pilot/test the interview schedule with colleagues or a sample of potential interviewees and revise as necessary Stage 5: Conduct the interviews In the introduction, the evaluator should:

confirm that anonymity will be preserved describe the ground rules reiterate the purpose of the research. Record interviews if possible to allow greater interaction between the interviewer and respondent

Conducting interviews by telephone can reduce the costs and time involved Preplanning is important: know who you are going to interview, when and where.

Keep to time Advise interviewees that their confidentiality/anonymity will be respected Advise interviewees how you intend to use and make available the results.

Stage 6: Transcribe interviews Stage 7: Analyse the transcripts Stage 8: Write up, present and use the findings

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Typical Interview Questions asked by employer

A. Exploring your Background Questions Tell me about yourself. What are your greatest strengths? What are your greatest weaknesses?

B. Personality Questions

What do you do in your spare time?

C. Motive Questions

How can you contribute to this company? Why should I hire you for this position? Why do you want to work for our firm? Where do you hope to be in five years? What interests you most about this position? What are your career goals? What are you doing to achieve your goals?

D. Job Satisfaction Questions

Why did you leave your previous employer? What did you like most about your previous job? INTERVIEW Page 25

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What did you like least about your previous job? Why are you looking for another job? What do you think your employers obligations are to you? Are you applying for any other jobs?

E. Past Performance Questions

What kinds of decisions are most difficult for you? What causes you to lose your temper? What are your greatest accomplishments? How do you feel about a younger male/female boss? What kind of worker are you?

F. Salary Questions

What type of salary do you have in mind? What is your current salary?

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CHAPTER 6: IS INTERVIEWS ARE A WASTE OF TIME?

Why Interviews Are a Waste of Time

Interviews are a poor indicator of success. Why not abandon this expensive, oldfashioned practice and just hire the next person who walks in the door? Mountains of research shows that candidates doesnt tell you much about how they'll perform. Depending on whose research you believe, 45% to 75% of new hires don't deliver what employers originally wanted. Assessing performance through exercises doesn't tell you anything better. This means that tossing a coin has as good a chance of finding you the right person as the more lugubrious process of weeding through rsums and sitting through hours of painful interviews. You could just hire anyone. It would save you time and trouble, and you'd get to learn about the candidate the right way: on the job. One of the big problems with the interview process is that we invest so much time in it that, when the candidate turns out not to be the ideal we expected, we cannot accept that we got it wrong. So we all spend a great deal of time trying to make things work. If we invested less in a broken system at the beginning, perhaps we'd have the courage to bow out faster. I recognize that, on some level, this is an outrageous proposition. But it's spurred by the recognition that interviewing people is pretty outrageous, too: time-consuming, expensive, and emotionally taxing. That might be OK--if it worked. But it doesn't. We aren't the great judges of character that we think we are. The process is hopelessly artificial, and neither boss nor candidate enjoys a very honest exchange. As I see it, you have two choices: Invest in the system more (by bringing in personality and effectiveness assessments, tracking down informal references, and doing more interviews); or, simply, invest in the system less. INTERVIEW Page 27

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CHAPTER 7: CASE STUDY

The Selection Procedure of TCS.

The Selection Procedure Of Tcs Consists Of Following 3 Rounds. 1 Written Test 2 Technical Interview 3 Hr Interview

1. In written test: No of questions: 35 Time limit: 80 minutes Negative mark: 1/3 Calculators can be allowed For each wrong question 0.33 marks will be deducted Easy questions Lots of unnecessary data (read carefully) Areas to concentrate Puzzles Probability Time and work Coding and decoding Numbers Simple equations Permutation and combinations Page 28

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Average Clock and calendar Geometry Statement problems C++, java

2. Technical interview: Difference between c and java What has triggered the need for multitasking in pcs What are the possible ways of data exchange What is data manipulation language? To design any software and how it will be marketed? Write program to swap the value two variables without using third variables What is data structure java

3. HR Round Questions Market yourself Why TCS? Do you know about bond? Are you ready to sign a bond? What is your ambition, hobbies, weakness and strengths? Why should we select you? What are your expectations from society? Some puzzles What is IT industry?

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In the above case study or the selecting process of the TCS we seen that how the knowledge and skills of the candidate is being analyzed in different round of the interviews. In the very first round the general knowledge of the candidate is being analyzed. It helps the interviewer to know in which area the candidate posses good knowledge or in which subject he is having more interest. So accordingly job profile of the candidate can be decided. In second round, the knowledge about the particular industry in which the candidate need to work is being analyzed. As we all know, tcs is an IT company. So in second round i.e. in technical round all the questions are regarding IT industry. It helps the interviewer to know what are the technical skills the candidate posses and if he is able to perform a particular job in the most efficient and accurate manner as per his industry knowledge. The third round is the HR round. This is the most important round as it decides if the candidate really deserves to be in an organization. The candidate may have excellent knowledge and skills but his attitude for his job plays the most important role in selection. In HR round interviewer determines the passion of candidate. It try to interpret that for how long the candidate will be in the organization. All the important aspects like signing of bond, salary, job profile, responsibilities, rights etc are discussed in this round. And if everything goes right then on basis of skills, knowledge and attitude of the candidate towards the job the selection takes place. This was the selection process of TCS. It can not be the same in every organization. Because the needs and requirement of each organization differs from each other and thats why they have different recruitment process

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CHAPTER 8: CONCLUSION

Each interview is unique like a small work of art and sometime the art may not be very good. Each interview has its own ebb and flow its own pace. To the outsider interview looks like a fairy standard, simple prosaic effort but to the interviewer it can be field with special nuances and interpretations that arent often immediately apparent. Every interview includes some common components. Theres the opening , where the interviewer gains entry and establishes the rapport and tone for what follows. There is the middle game, the heart of the process that consists of questions and the improvisations of the probe. And, finally there is the end game, the wrap-up. Where the interviewer and respondent establish a sense of closure. Whether its two minute phone interview or a personal interview that spans hours. The interview is bit of theater, a mini drama that involves real lives in real time.

Interviews are among the most challenging and rewarding forms of measurement. They require a personal sensitivity and adaptability as well as the ability to stay within the bounds of the designed protocol.

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WEBLIOGRAPHY

http://en.wikipedia.org/wiki/Interview

http://en.wikipedia.org/wiki/Informational_interview

http://www.jobskills.info/resume_edge/types_of_interview.htm

http://www.evalued.bcu.ac.uk/tutorial/4c.htm

http://academic.udayton.edu/JohnKorte/advantages_and_disadvantages-431.htm

http://www.buildaninterview.com/advantages_disadvantages_of_interviewing.asp

http://www.buildaninterview.com/interview_questions_dos_and_donts.asp

http://www.buildaninterview.com/advantages_disadvantages_of_interviewing.asp

http://www.socialresearchmethods.net/kb/intrview.php

http://smallbusiness.yahoo.com/advisor/forget-interviews-hire-anyone154934724.html

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