Interview and its types

INTERVIEW AND ITS TYPES
INTERVIEW
The interview is the most universally used selection method. Although many employees do no use tests to aid in reaching an employment decision, there are hardly any who de not interviews the applicant in order to help make a definite assessment. In fact, multiple interviews are commonly employed. Interview permits the interviewer that be can inquire deep problem into person’s home; home background
· Education
· Previous work experience
· Other pertinent areas
DALES BEACH
“An interview is a conversation or verbal interaction, normally between to or more people for a particular purpose”
OBJECTIVES OF SELECTION INTERVIEW
There are three main objectives or goals, following are given.
1. The interview seeks to obtain enough knowledge about candidates to determine whether they are suitable for employment in the organization.
2. Giving of sufficient information about the organization, the job and the people such that applicant project the job which of offered.
3. To deal with the candidates in such a manner as to maintain and create goodwill towards company and its management.
TYPES OF INTERVIEWS
Interviews can be classified according to the techniques and structure utilities, such as method of categories interviews would be, planned, patterned, stress, and panel ,
PLANNED INTERVIEW
It is also called as depth interview or action interview. Under such method as interviewer known subject area about which the question will be asked. They put various questions seen as about;
· Present domestic condition
· Education
· Previous work experience
· Social adjustment
· Attitudes and recreational interest
The subject is to talk the individuals freely and it is necessary to provide information about
· The organization
· Nature of work
· Pay grade
· Opportunities for advancement and demand mad on employees
The candidates must given sufficient information to decide whether the employment opportunity is suitable for him or her.
PATTERNED INTERVIEW
It is sometimes called the standardized interview uses as its basis as extremely comprehensive questionnaire. Therefore, it is highly structured. Two best known patterned interview procedures are the;
· Mc Murry patterned interview
· Diagnostic interview’s guide developed by E.F Wonderlic
Mc Murry has prepared different interview forms for;
· Office and factory jobs
· Sale positions
· Executive positions
Patterned interview forms ask so many detailed questions no stone is left unurned
In exploring the;
· Background
· Knowledge
· Attitude
· Motivation of the seekers
STRESS IN INTERVIEW
Stress interview was developed during would war by thdsfa e the united government. Under such interview the interviewers try to frustrate and annoy the candidates. They try to cause the candidates to lose control of or her emotions. Something, the candidates is assigned a problem of unusual difficulty and with considerable annoyances thrown in to the situation.
The object behind the stress interview is to find those persons who are able to maintain control over their behavior when their emotions are highly provoked.
The stress interview should be used only by some specific trained persons for those occupations in which action under stress is as essential element of the job such as;
· Army work
· Police work
· Secret agents
PANEL INTERVIEW
The panel interview is often called an Examing Board. In panel interview there are here or more interviews who take interview from job candidates. The panel technique is often used for various governmental jurisdictions to select employees in;
· Professional
· Administrative classifications
Panel interview technique permits more comprehensive investigation of applicant because there are several questions which are asked from candidates and when candidates left the room, the panel members discuss about their individual interpretations of performance.

Testing

TESTING, CONCEPT OF TESTING AND TYPES OF TESTING
In our society psychological tests are used for varieties of purposes.
· They are used in public and private schools and for guidance and counseling student, for vocational guidance for adults seeking help in their carriers.
· Not only are tests used as an aid for selecting new employees for the organization, but also for promotion of employees and selection of best employees.
The term psychological test is commonly used because psychologists have done the most work in developing tests and their special province. Some various authors have defined tests different ways.
CROBBACH
LEE J. CRONBACH in his book “Essential of psychological testing”
Says “Testing is a systematic procedure for observing a person’s behavior and describing it with the aid of a numerical scale or a category system”
MILTON L. BLUM
In his book “industrial psychology and its social foundation”
“Test is a sample of an aspect of an individual’s behavior, performance or attitude”
HARRITE GORLIN
In his book “Personnel practice, recruitment, placement, training, communication and information”
“Test is a systematic procedure for sampling human behavior”
TESTING CONCEPTS
Following are the main testing concepts and methods that are essential to a sound understanding of how to use tests in a practical situation.
RELIABILITY
The reliability of a test is the consistency with which it yields the same source through a series of measurements. A considerable number of factors can cause a test to have low reliability of a test. If a test is not administrated under standardized conditions.
DETERMINATION OF RELIABLITY
There exist four different ways in which the reliability of a test can be determined. More precisely there are four types of test reliability.
These are;
· Equivalent form
· Test rest
· Split half and
· Odd even item split
The reliability CAE readily be determined by the test designer and is commonly reported in the manual.
VALIDITY
The validity of test is the degree to which it measures what is intended to measure. In an employment situation a valid test is one that accurately predicts the criterion is a measurement of how satisfactory and employee is on the job or is the total employment situation. Actually there are five distinct kinds of validity.
· Concurrent validity
· Predictive
· Content validity
· Construct validity
CONCURRENT VALIDITY
Concurrent validity refers to the degree to which test scores relate to the performance of employees presently on payroll.
PREDICTIVE VALIDITY
Predictive validity is determined by giving the test in question to all who apply for job.
CONTENT VALIDITY
Content validity is a concept employed by ht e psychologists to explain just what a particular test is measuring.
FACE VALIDITY
It is simple refers to whether the test questions seem to relate to job.
In summary then, the most important types of validity for personnel management purpose are concurrent, predictive and content.
COEFICIENT OF CORRELATION
Correlation is a statistic concept that indicates the degree of classiness of relationship between tow series of numbers. In selection testing, it is applied to both reliability and validity.
However, it should be noted that a high degree of and another does not necessary mean that the first measure relates closely to the second. It may be actually being that the first factor causes the second, or it may be that both some other common factor that has not been determined.

Planning

Leaders are proactive. They make change happen instead of reacting to change. The future requires corporate leadership with the skills to integrate many unexpected and seemingly diverse events into its planning. Every organization must plan for change in order to reach its ultimate goal. Effective planning helps an organization adapt to change by identifying opportunities and avoiding problems. It sets the direction for the other functions of management and for teamwork. Planning improves decision-making. All levels of management engage in planning.
Strategic Planning
Strategic planning produces fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it. It requires broad-scale information gathering, an exploration of alternatives, and an emphasis on the future implications of present decisions. Top level managers engage chiefly in strategic planning or long range planning. They answer such questions as "What is the purpose of this organization?" "What does this organization have to do in the future to remain competitive?" Top level managers clarify the mission of the organization and set its goals. The output needed by top management for long range planning is summary reports about finances, operations, and the external environment.
Strategic planning is the process of developing and analyzing the organization's mission, overall goals, general strategies, and allocating resources. A strategy is a course of action created to achieve a long-term goal. The time length for strategies is arbitrary, but is probably two, three, or perhaps as many as five years. It is generally determined by how far in the future the organization is committing its resources. Goals focus on desired changes. They are the ends that the organization strives to attain. Traditionally strategic planning has been done annually. However, many companies are doing away with annual business plans altogether and moving to a system of continuous planning, to permit quicker response to changing conditions. Thus, the strategic plan involves adapting the organization to take advantage of opportunities in its constantly changing environment.
Chunka Mui and Larry Downes in Unleashing the Killer App: Digital Strategies for Market Dominance (Harvard Business School Press, 1998) suggest that strategic planning will be replaced by "digital strategy." They make the argument that business change originates with technology -- particularly with new computer-based products and services that transform industries, the way American Airlines' SABRE system transformed travel. Top management must formulate digital strategies (software and digitally delivered services) that not only support business but also actually dictate how business is done.
The planning process is rational and amenable to the scientific approach to problem solving. It consists of a logical and orderly series of steps. Strategic planning sets the stage for the rest of the organization's planning. The tasks of the strategic planning process include:
*Define the mission. *Conduct a situation or SWOT analysis by assessing strengths and weaknesses and identifying opportunities and threats. *Set goals and objectives. *Develop related strategies (tactical and operational). *Monitor the plan.





Define the mission. A mission is the purpose of the organization. It is why the organization exists. Thus, planning begins with clearly defining the mission of the organization. The mission statement is broad, yet clear and concise, summarizing what the organization does. It directs the organization, as well as all of its major functions and operations, to its best opportunities. Then, it leads to supporting tactical and operational plans, which, in turn leads to supporting objectives. A mission statement should be short - no more than a single sentence. It should be easily understood and every employee should be able to recite it from memory. An explicit mission guides employees to work independently and yet collectively toward the realization of the organization's potential. The mission statement may be accompanied by an overarching statement of philosophy or strategic purpose intended to convey a vision for the future and an awareness of challenges from a top-level perspective.
Conduct a situation or SWOT analysis by assessing strengths and weaknesses and identifying opportunities and threats. A situation or SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis is critical to the creation of any strategic plan. The SWOT analysis begins with a scan of the external environment. Organizations must examine their situation in order to seek opportunities and monitor threats. Sources of information include customers (internal and external), suppliers, governments (local, state, federal, international), professional or trade associations (conventions and exhibitions), journals and reports (scientific, professional, and trade).
SWOT is the assumptions and facts on which a plan will be based. Analyzing strengths and weaknesses comprises the internal assessment of the organization. Assess the strengths of the organization. What makes the organization distinctive? (How efficient is our manufacturing? How skilled is our workforce? What is our market share? What financing is available? Do we have a superior reputation?) Assess the weaknesses of the organization. What are the vulnerable areas of the organization that could be exploited? (Are our facilities outdated? Is research and development adequate? Are our technologies obsolete?) What does the competition do well?
Analyzing opportunities and threats comprises the external assessment of the environment. Identify opportunities. In which areas is the competition not meeting customer needs? (What are the possible new markets? What is the strength of the economy? Are our rivals weak? What are the emerging technologies? Is there a possibility of growth of existing market?) Identify threats. In which areas does the competition meet customer needs more effectively? (Are there new competitors? Is there a shortage of resources? Are market tastes changing? What are the new regulations? What substitute products exist?) The best strategy is one that fits the organization's strengths to opportunities in the environment.
The SWOT analysis is used as a baseline for future improvement, as well as gap analysis. Comparing the organization to external benchmarks (the best practices) is used to assess current capabilities. Benchmarking systematically compares performance measures such as efficiency, effectiveness, or outcomes of an organization against similar measures from other internal or external organizations. This analysis helps uncover best practices that can be adopted for improvement. (See Camp, R. C. Benchmarking: The search for industry best practices that lead to superior performance. Norcross, GA: Industrial Engineering and Management Press, 1993.) Benchmarking with other organizations can help identify a gap. Gap analysis identifies the progress required to move the organization from its current capabilities to its desired future state. In this way, the organization can adapt to the best practices to improve organizational performance.
Set goals and objectives. Strategic goals and objectives are developed to bridge the gap between current capability and the mission. They are aligned with the mission and form the basis for the action plans. Objectives are sometimes referred to as performance goals. Generally, organizations have long-term objectives for such factors as return on investment, earnings per share, or size. Furthermore, they set minimum acceptable standards or common-sense minimums. In addition, certain limitations, either explicit or implicit, such as "must provide jobs for existing employees" may exist. Objectives elaborate on the mission statement and constitute a specific set of policy, programmatic, or management objectives for the programs and operations covered in the strategic plan. They are expressed in a manner that allows a future assessment of whether an objective has been achieved.
Develop related strategies (tactical and operational). Tactical plans are based on the organization's strategic plan. In turn, operational plans are based on the organization's tactical plans. These are specific plans that are needed for each task or supportive activity comprising the whole. Strategic, tactical, and operational planning must be accompanied by controls. Monitoring progress or providing for follow-up is intended to assure that plans are carried out properly and on time. Adjustments may need to be made to accommodate changes in the external and/or internal environment of the organization. A competitive advantage can be gained by adapting to the challenges.
Tactical Plans
Top level managers set very general, long-term goals that require more than one year to achieve. Examples of long-term goals include long-term growth, improved customer service, and increased profitability. Middle managers interpret these goals and develop tactical plans for their departments that can be accomplished within one year or less. In order to develop tactical plans, middle management needs detail reports (financial, operational, market, external environment). Tactical plans have shorter time frames and narrower scopes than strategic plans. Tactical planning provides the specific ideas for implementing the strategic plan. It is the process of making detailed decisions about what to do, who will do it, and how to do it.
Operational Plans
Supervisors implement operational plans that are short-term and deal with the day-to-day work of their team. Short-term goals are aligned with the long-term goals and can be achieved within one year. Supervisors set standards, form schedules, secure resources, and report progress. They need very detailed reports about operations, personnel, materials, and equipment. The supervisor interprets higher management plans as they apply to his or her unit. Thus, operational plans support tactical plans. They are the supervisor's tools for executing daily, weekly, and monthly activities. An example is a budget, which is a plan that shows how money will be spent over a certain period of time. Other examples of planning by supervisors include scheduling the work of employees and identifying needs for staff and resources to meet future changes. Resources include employees, information, capital, facilities, machinery, equipment, supplies, and finances.
Operational plans include policies, procedures, methods, and rules. The terms themselves imply different degrees of scope. A policy is a general statement designed to guide employees' actions in recurring situations. It establishes broad limits, provides direction, but permits some initiative and discretion on the part of the supervisor. Thus, policies are guidelines. A procedure is a sequence of steps or operations describing how to carry out an activity and usually involves a group. It is more specific than a policy and establishes a customary way of handling a recurring activity. Thus, less discretion on the part of the supervisor is permissible in its application. An example of a procedure is the sequence of steps in routing of parts. A method sets up the manner and sequence of accomplishing a recurring, individual task. Almost no discretion is allowed. An example of a method is the steps in cashing a check. A rule is an established guide for conduct. Rules include definite things to do and not to do. There are no exceptions to the rules. An example of a rule is "No Smoking."
Monitor the plan. A systematic method of monitoring the environment must be adopted to continuously improve the strategic planning process. To develop an environmental monitoring procedure, short-term standards for key variables that will tend to validate the long-range estimates must be established. Although favorable long-range values have been estimated, short-term guidelines are needed to indicate if the plan is unfolding as hoped. Next, criteria must be set up to decide when the strategy must be changed. Feedback is encouraged and incorporated to determine if goals and objectives are feasible. This review is used for the next planning cycle and review.
Goals
Discussion
Review