Business interview

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Business interview is consisting of a conversation between a job applicant and a representative of an employer which is conducted to assess whether the applicant should be hired. Interviews are one of the most popularly used devices for employee selection Interviews vary in the extent to which the questions are the structure, to a structured interview in which an applicant is asked a predetermined list of questions in a specified order.

Multiple rounds of business interviews or other candidate selection methods may be used where there are many candidates or the job is particularly challenging. Earlier rounds sometimes called ‘screening interviews’ may involve fewer staff from the employers and will typically be much shorter and less in-depth, and the common initial interview approach is the telephone interview. This is especially common when the candidates do not live near the employer and have the advantage of keeping costs low for both sides. Sometimes interviews have been held through video conferencing in software, such as skype, the employer typically selects the most desirable candidate and begins the negotiation of a job offer.

Types of business interview

The five main types of business interviews. The types are 1. Employment Interviews 2. Performance Appraisal Interviews 3. Counseling Interviews 4. Disciplinary Interviews 5. Persuasive Interviews.

1. Employment Interview:

These provide general information to potential applicants before a job actually exists, or take place when a specific job opening has occurred and applicants are to be screened for the position. Ultimately, the employment interview seeks to determine whether a particular applicant is suitable for the job.

2. Performance Appraisal Interviews:

These provide job-related feedback to employees. A supervisor and an employee together assess how much progress the employee has made toward the achievement of certain predetermined goals. Areas, where improvement is needed, are identified and new goals are set.

3. Counseling Interviews:

These provide guidance and assistance to employees. Such interviews sometimes involve very personal and emotional issues, such as family problems, drinking, or drugs that affect the employee’s performance. Counseling can be effective only when the interviewer is willing to listen to the respondent’s problem and show a certain amount of tolerance.

4. Disciplinary Interviews:

Disciplinary interviews become necessary when there are disruptive problems that must be curtailed. Some of the most common problems that warrant disciplinary action are nonperformance of duties, chronic absenteeism, disobedience or insubordination, and the damaging of property.

5. Persuasive Interviews:

These interviews, which primarily seek to induce somebody to adopt a new idea, product or service, are generally associated with selling. To conduct a successful persuasive interview the interviewer has to use all his communication skills, both to draw out the opinions of the respondent and to impart information.

When you’re hiring employees for your small business, it’s vital to use the interview process to identify the most qualified candidates for your company. Successful interviewing is similar to many other “communications” skills – it’s a matter of asking the right questions, listening to the answers, and getting candidates to talk honestly about their abilities and attitudes. Use the tips below to your job interview.

Pace your interview

Use your first few questions to loosen up the candidate and set the tone for the rest of the interview. Questions that deal with a person’s work experience — such as “Tell me about a typical day on your current job. What do you like about it? What don’t you like?” — can get a candidate to open up and start talking, which, after all, is the point of an interview.

Listen more than you speak

If you’re spending more than 20 percent of the interview talking, then you’re not giving the candidates a chance to talk about themselves. The purpose of an interview is to help you make a decision based on how a person responds to your questions. You need to take the time to listen to those responses.

Set a schedule

Put interviews on your calendar, and treat them as you would any other business appointment. Make sure you give the candidate your undivided attention – clear your desk; put your phone on “do not disturb;” close your door; let people in your office know you don’t want to be interrupted.

Ask open-ended questions

Avoid any question that can be answered with a simple yes or no. Instead, use open-ended questions to encourage candidates to talk about themselves. Listen to responses, and ask plenty of follow-up questions such as “Why do you think that’s the case?” or “How did you do that?” If you need more information, ask the candidate for it.

Ask questions before you describe the job

Avoid providing a detailed job description at the beginning of the interview. A smart person will pick up on your description, and start phrasing all responses around what he or she perceives you want to hear. By asking as many questions as possible before you review the job, you’ll be encouraging more honest answers.

Avoid standard questions

Everyone knows some of the typical interview questions – Where do you want to be five years from now? What are your strengths and weaknesses? Tell me about yourself? The problem with these questions is that many candidates have spent time preparing their responses. instead, try to come up with challenging questions that force interviewees to think on their feet and give an honest appraisal of their strengths and limits. For example, scenario-based questions, where you ask the candidate to react to a typical on-the-job situation, can paint a more accurate picture.

Know what you can’t ask

The law is very strict regarding questions you can’t ask during a job interview. In general, these forbidden questions are ones where the answer could be used to discriminate against a potential employee. They usually focus on non-job-related information such as age, race, marital status, etc.

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