Types of Interviews

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 now the rules of the particular game you are playing when you wal through the door. !creening " Informational " #irective " $eandering !tress " %ehavioral " Audition " &roup Tag'Team " $ealtime " (ollow'up The Screening Interview )ompanies use screening tools to ensure that candidates meet minimum *ualification re*uirements. )omputer programs are among the tools used to weed out un*ualified candidates. +This is why you need a digital resume that is screening'friendly. !ee our resume center for help., !ometimes human professionals are the gate eepers. !creening interviewers often have honed s ills to determine whether there is anything that might dis*ualify you for the position. -emember'they do not need to now whether you are the best fit for the position, only whether you are not a match. (or this reason, screeners tend to dig for dirt. !creeners will hone in on gaps in your employment history or pieces of information that loo inconsistent. They also will want to now from the outset whether you will be too expensive for the company. !ome tips for maintaining confidence during screening interviews. /ighlight your accomplishments and *ualifications. &et into the straightforward groove. 0ersonality is not as important to the screener as verifying your *ualifications. Answer *uestions directly and succinctly. !ave your winning personality for the person ma ing hiring decisions1 %e tactful about addressing income re*uirements. &ive a range, and try to avoid giving specifics by replying, 2I would be willing to consider your best offer.2 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 *uic ly.

The Informational Interview On the opposite end of the stress spectrum from screening interviews is the informational interview. A meeting that you initiate, the informational interview is underutili3ed by job' see ers who might otherwise consider themselves savvy to the merits of networ ing. 4ob see ers ostensibly secure informational meetings in order to see the advice of someone in their current or desired field as well as to gain further references to people who can lend insight. 5mployers that li e to stay apprised of available talent even when they do not have current job openings, are often open to informational interviews, especially if they li e to share their nowledge, feel flattered by your interest, or esteem the mutual friend that connected you to them. #uring an informational interview, the jobsee er and employer exchange information and get to now one another better without reference to a specific job opening. This ta es off some of the performance pressure, but be intentional nonetheless. )ome prepared with thoughtful *uestions about the field and the company. &ain references to other people and ma e sure that the interviewer would be comfortable if you contact other people and use his or her name. &ive the interviewer your card, contact information and resume. 6rite a than you note to the interviewer.

The Directive Style In this style of interview, the interviewer has a clear agenda that he or she follows unflinchingly. !ometimes companies use this rigid format to ensure parity between interviews7 when interviewers as each candidate the same series of *uestions, they can more readily compare the results. #irective interviewers rely upon their own *uestions and methods to tease from you what they wish to now. You might feel li e you are being steam'rolled, or you might find the conversation develops naturally. Their style does not necessarily mean that they have dominance issues, although you should eep an eye open for these if the interviewer would be your supervisor. 5ither way, remember. (lex with the interviewer, following his or her lead. #o not relin*uish complete control of the interview. If the interviewer does not as you for information that you thin is important to proving your superiority as a candidate, politely interject it.

The Meandering Style This interview type, usually used by inexperienced interviewers, relies on you to lead the discussion. It might begin with a statement li e 2tell me about yourself,2 which you can use to your advantage. The interviewer might as you another broad, open'ended *uestion before falling into silence. This interview style allows you tactfully to guide the discussion in a way that best serves you. The following strategies, which are helpful for any interview, are particularly important when interviewers use a non'directive approach. )ome to the interview prepared with highlights and anecdotes of your s ills, *ualities and experiences. #o not rely on the interviewer to spar your memory'jot down some notes that you can reference throughout the interview. -emain alert to the interviewer. 5ven if you feel li e you can ta e the driver8s seat and go in any direction you wish, remain respectful of the interviewer8s role. If he or she becomes more directive during the interview, adjust. As well'placed *uestions. Although the open format allows you significantly to shape the interview, running with your own agenda and dominating the conversation means that you run the ris of missing important information about the company and its needs.

The Stress Interview Astounding as this is, the &ree ha3ing system has made its way into professional interviews. 5ither employers view the stress interview as a legitimate way of determining candidates8 aptness for a position or someone has latent maniacal tendencies. You might be held in the waiting room for an hour before the interviewer greets you. You might face long silences or cold stares. The interviewer might openly challenge your believes or judgment. You might be called upon to perform an impossible tas on the fly'li e convincing the interviewer to exchange shoes with you. Insults and miscommunication are common. All this is designed to see whether you have the mettle to withstand the company culture, the clients or other potential stress. %esides wearing a strong anti'perspirant, you will do well to. -emember that this is a game. It is not personal. 9iew it as the surreal interaction that it is.

0repare and memori3e your main message before wal ing through the door. If you are flustered, you will better maintain clarity of mind if you do not have to wing your responses. 5ven if the interviewer is rude, remain calm and tactful. &o into the interview relaxed and rested. If you go into it feeling stressed, you will have a more difficult time eeping a cool perspective.

The Behavioral Interview $any companies increasingly rely on behavior interviews since they use your previous behavior to indicate your future performance. In these interviews, employers use standardi3ed methods to mine information relevant to your competency in a particular area or position. #epending upon the responsibilities of the job and the wor ing environment, you might be as ed to describe a time that re*uired problem'solving s ills, adaptability, leadership, conflict resolution, multi'tas ing, initiative or stress management. You will be as ed how you dealt with the situations. Your responses re*uire not only reflection, but also organi3ation. To maximi3e your responses in the behavioral format. Anticipate the transferable s ills and personal *ualities that are re*uired for the job. -eview your resume. Any of the *ualities and s ills you have included in your resume are fair game for an interviewer to press. -eflect on your own professional, volunteer, educational and personal experience to develop brief stories that highlight these s ills and *ualities in you. You should have a story for each of the competencies on your resume as well as those you anticipate the job re*uires. 0repare stories by identifying the context, logically highlighting your actions in the situation, and identifying the results of your actions. :eep your responses concise and present them in less than two minutes.

The Audition (or some positions, such as computer programmers or trainers, companies want to see you in action before they ma e their decision. (or this reason, they might ta e you through a simulation or brief exercise in order to evaluate your s ills. An audition can be enormously useful to you as well, since it allows you to demonstrate your abilities in interactive ways that are li ely familiar to you. The simulations and exercises should also give you a simplified sense of what the job would be li e. If you sense that other candidates have an edge on you in terms of experience or other *ualifications, re*uesting an audition can help level the playing field. To maximi3e on auditions, remember to. )learly understand the instructions and expectations for the exercise. )ommunication is half the battle in real life, and you should demonstrate to the prospective employer that you ma e the effort to do things right the first time by minimi3ing confusion. Treat the situation as if you are a professional with responsibility for the tas laid before you. Ta e ownership of your wor . %rush up on your s ills before an interview if you thin they might be tested.

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 see 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 con*uer; The interviewer might call on you to discuss an issue with the other candidates, solve a problem collectively, or discuss your peculiar *ualifications 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. 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, as for clarification from the interviewer. Treat others with respect while exerting influence over others. Avoid overt power conflicts, which will ma e you loo uncooperative and immature. :eep an eye on the interviewer throughout the process so that you do not miss important cues.

The Tag-Team Interview 5xpecting to meet with $s. &lenn, you might find yourself in a room with four other people. $s. &lenn, two of her staff, and the !ales #irector. )ompanies often want to gain the insights of various people when interviewing candidates. This method of interviewing is often attractive for companies that rely heavily on team cooperation. <ot only does the company want to now whether your s ills balance that of the company, but also whether you can get along with the other wor ers. In some companies, multiple people will interview you simultaneously. In other companies, you will proceed through a series of one'on'one interviews. !ome helpful tips for maximi3ing on this interview format. Treat each person as an important individual. &ain each person8s business card at the beginning of the meeting, if possible, and refer to each person by name. If there are several people in the room at once, you might wish to scribble down their names on a sheet of paper according to where each is sitting. $a e eye contact with each person and spea directly to the person as ing each *uestion. =se the opportunity to gain as much information about the company as you can. 4ust as each interviewer has a different function in the company, they each have a uni*ue perspective. 6hen as ing *uestions, be sensitive not to place anyone in a position that invites him to compromise confidentiality or loyalty. %ring at least double the anecdotes and sound'bites to the interview as you would for a traditional one'on'one interview. %e ready to illustrate your main message in a variety of ways to a variety of people. 0repare psychologically to expend more energy and be more alert than you would in a one'on'one interview. !tay focused and adjustable.

The Mealtime Interview (or many, interviewing over a meal sounds li e a professional and digestive catastrophe in the ma ing. If you have difficulty chewing gum while wal ing, this could be a challenge. 6ith some preparation and psychological readjustment, you can enjoy the process. $eals often have a cementing social effect'brea ing bread together tends to facilitate deals, marriages, friendships, and religious communion. $ealtime interviews rely on this logic, and expand it. 0articularly when your job re*uires interpersonal acuity, companies want to now what you are li e in a social setting. Are you relaxed and charming or aw ward and evasive; )ompanies want to observe not only how you handle a for , but also how you treat your host, any other guests, and the serving staff. !ome basic social tips help ease the complexity of mixing food with business.

Ta e cues from your interviewer, remembering that you are the guest. #o not sit down until your host does. Order something slightly less extravagant than your interviewer. If he badly wants you to try a particular dish, oblige him. If he recommends an appeti3er to you, he li ely intends to order one himself. #o not begin eating until he does. If he orders coffee and dessert, do not leave him eating alone. If your interviewer wants to tal business, do so. If she and the other guests discuss their upcoming travel plans or their families, do not launch into business. Try to set aside dietary restrictions and preferences. -emember, the interviewer is your host. It is rude to be finic y unless you absolutely must. If you must, be as tactful as you can. Avoid phrases li e. 2I do not eat mammals,2 or 2!hrimp ma es my eyes swell and water.2 )hoose manageable food items, if possible. Avoid barbe*ue ribs and spaghetti. (ind a discrete way to chec your teeth after eating. 5xcuse yourself from the table for a moment. 0ractice eating and discussing something important simultaneously. Than your interviewer for the meal.

The Follow-up Interview )ompanies bring candidates bac for second and sometimes third or fourth interviews for a number of reasons. !ometimes they just want to confirm that you are the ama3ing wor er they first thought you to be. !ometimes they are having difficulty deciding between a short'list of candidates. Other times, the interviewer8s supervisor or other decision ma ers 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. 6hen meeting with the same person again, you do not need to be as assertive in your communication of your s ills. You can focus on cementing rapport, understanding where the company is going and how your s ills mesh with the company vision and culture. !till, the interviewer should view you as the answer to their needs. You might find yourself negotiating a compensation pac age. Alternatively, you might find that you are starting from the beginning with a new person. !ome tips for managing second interviews. %e confident. Accentuate what you have to offer and your interest in the position. 0robe tactfully to discover more information about the internal company dynamics and culture. 6al through the front door with a plan for negotiating a salary. %e prepared for anything. to relax with an employer or to address the company8s *ualms about you.

Types of Interviews

After reading this segment, you will be able to:

Identify the predominant types of interviews used by employers

Introduction
Since the interview is the last phase in the selection process, employers use interviewing styles that assist in revealing those attributes of the candidate that are most essential for the ob and most beneficial to the organi!ation" #nterviews can be conducted one on one, in a panel, or as a group" #nterviews can be informal or formal, rela$ed or stressful, directed or undirected" %he &ey to preparing for an interview is to find out before the interview how the interview will be conducted" 'ou can do this by as&ing the following (uestions when the interview is being scheduled:
How many people will be interviewing me? Will I be the only person interviewed at one time? What kind of questions will be asked? How can I best prepare for this interview?

)ecoming familiar with different types of interviews will give you a chance to be better prepared"

Assorted Interviews
*ere are descriptions of the most common types of interviews: The Exploratory or Information Interview %he e$ploratory or information interview is used as a screening and fact+finding tool for you, the candidate" %his interview is used to
find out about a company as a potential place to work, including its corporate culture, organizational structure, and future growth, learn about an occupation, including the educational requirements, experience needed, and responsibilities involved in doing a ob, and find out about the hiring trends, positions available, and application procedures!

,arefully select the (uestions you will as& so that you can obtain practical information" )e prepared to leave your r-sum- for future reference" As for any interview, be sure to follow up .

with a than& you letter" %o find out how to conduct an information interview, read #nformation #nterviews on this /ebsite" The Directed Interview %he directed or directive interview involves the interviewer using an outline and as&ing specific (uestions within a certain time frame" %he interviewer wor&s from a chec&list and ta&es notes" %his type of interview is impersonal and see&s to reveal facts" The Undirected Interview %he undirected or non+directive interview is unstructured and allows candidates to discuss their (ualifications openly" %his interview gives candidates a measure of control over the interview, providing for an opportunity to concentrate on strengths and to show leadership and organi!ational abilities" The Panel Interview A panel involves a number of interviewers" %he composition of this panel could include:
"he supervisor "he manager # union representative # human resources officer #n employment equity officer $mployees from the department that is hiring

%ypically, members of the panel will as& one (uestion that represents their area of concern" %o succeed at this type of interview, it is best to anticipate and prepare for (uestions on a variety of issues related to the organi!ation and to the occupation" %horough company and occupational research will help you to prepare for such interviews" 0or more information on doing employment+related research, visit 1esearching 2mployment on this site" The Group Interview %he group interview is used by some large companies or organi!ations for graduate inta&es when several graduates are interviewed at one time" %his interview can last from two hours to a day or longer and usually includes a group problem+solving e$ercise" %he interviewers may as& (uestions in an unstructured manner3 therefore, the (uestions and comments may be unrelated to one another" %his type of interview is used to:
%bserve how candidates react under pressure $valuate how individuals interact with people with different personalities "est for communication skills

#ssess the &fit& with the group

#t is wise to see& the advice of someone who has e$perienced this type of interview before engaging in this process" The Sequential Interview Some interviews are se(uenced over a longer period, such as a half or full day" %hese interviews are used as an assessment tool" %he first stage may begin with a panel interview, followed by a tour around the company 5during which the assessment continues6" %he interview se(uence may then conclude with another interview when you may be as&ed (uestions that test your creativity or your 7fit7 within the organi!ation" 0urther, you may be invited to more than one interview3 for instance, the first may be an overall screening, followed by some form of assessment, then a post+assessment follow+up" The Stress Interview %he stress interview intentionally creates and promotes discomfort" %he interviewer may have an abrupt or brash attitude" Alternately, the interviewer may stare, be silent, and spend time ta&ing notes" %he purpose of this type of interview is to test the candidate8s ability to be assertive and handle difficult situations" The ehavioural Interview

#n behavioural interviews, candidates are as&ed to respond to (uestions that re(uire e$amples of previous activities underta&en and behaviours performed" %o succeed at this type of interview, be prepared to give accounts of how you have dealt with difficulties on the ob" %he purpose of this type of interview is to predict future performance based on past e$periences" )ecome familiar with various types of interviews, as you may encounter interviewers who blend styles to suit the interview ob ectives and to test for employment readiness"

T!PES "# I$TE%&IE'S

There are many types of interviews a person can face for selection. The type of interview selected is based on recruiters choice and

requirements. For example, BPOs prefer telephonic interview as screenin test. The various types of interviews are as follows! Screening Interview "creenin #nterview is usually ta$en by or ani%ations to see whether the candidate is suitable for further enquiry or not. #t always focuses on re&ection rather than selection. The interview aims at findin anythin that can &ustify the candidates re&ection. The screenin interview can be telephonic or face'to'face or a candidate can be &ud ed on the basis of his(her resume. Telephonic Interview Or ani%ations o for telephonic interviews as a screenin test for those who live far from the &ob site. The time of the interview is usually intimated well in advance to the candidate. The candidate must be prepared for the interview. )e(she should ta$e measures to avoid all the distractions that may happen durin the conversation. )e(she should listen to the questions very carefully. One should be aware of ones voice modulations. The candidate must $eep a pen, paper and a copy of his(her resume durin the interview, as questions related to resume could be as$ed and at times important thin s, li$e addresses and names, are required to be noted down. The candidate must note the thin s as$ed by the or ani%ations and the facts told by him(her to the or ani%ations. Traditional Face-to-Face Interview The traditional one'on'one conversation with the interviewer can be ta$en as a screen test or it can pertain to some competitive s$ill testin after the candidate has been short'listed. The candidates must prepare themselves well before this interview. The candidate must maintain eye contact* he(she should not loo$ distracted. The candidate must do some research about the or ani%ation and remember all the necessary facts. )e(she must be aware of the current financial position of the company, product lines and competitors of the company. The candidate should never for et to ta$e the resume with him(her. Panel Interview This type of interview consists of the candidate facin a panel of interviewers. +sually three to ten members constitute the interview panel. The interview focuses on roup mana ement and presentation s$ills of the candidates. ,overnment or ani%ations practice this $ind of interview for their recruitments.

The candidate should maintain eye contact with all the members of committee as he(she is answerin them. )e(she must consider the committee as one. The candidate must pay a note of than$s to all the members individually after the interview.

Behavioral Interview The behavioral interview considers the candidates past performance as the indicator for their future performance. The candidates are as$ed to describe their previous &ob profile and mention some instances where they played a ma&or role in &ob'wor$. The candidate must be able to describe and prove his(her competencies. )e(she should remember each and every aspect of his past &ob behaviours* the candidate must be able to relate any or ani%ational competency with his(her own competencies. Stress Interview The stress interview focuses on mar$etin competencies of a candidate. The main idea is to chec$ ones patience level to ensure that one can tac$le a stressful situation. One mi ht have to wait for quite a lon time before the interview or face silence durin the interview. The candidate must reco ni%e the event and ta$e it as an important activity* he(she must not be frustrated. The candidate must control his(her temper durin the event. )e(she must be prepared to show his(her problem'solvin competency. Group Interview -lso $nown as roup discussion, the roup interview focuses on the leadership s$ills of the candidates. #nformal roups are formed. .ach roup is as$ed to discuss a iven sub&ect. The interviewer focuses on how a candidate interacts with others in the roup and how he(she puts his(her views in the presence of others and how well he(she influence others. The candidate must try to influence others point of view without passin &ud ments on them. The candidate should respect others, and be cooperative* he(she should not exert pressure on any one. The candidate should try to initiate the discussion, if not, he(she must try to conclude the dialo ue. The candidate must ta$e part actively in the conversation.

Mealtime Interview /any or anisations conduct interviews at lunch or dinner tables to $now about the candidates social behaviour. This type of interview

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is preferred when the candidate is bein evaluated for his(her interpersonal s$ills. The candidate should not for et that it is an interview and must not be casual. The candidate should not drin$ alcohol durin the meetin . The candidate must obey the interviewer. The candidate must wait for the interviewer to start tal$in about business* he(she must not interrupt if the interviewer is discussin his own matters. The candidate must order only those food items that can be easily eaten. The candidate must clean up his(her teeth after the meal. Video Interview The video interview is underta$en by the or ani%ations while recruitin lobal capabilities or when the candidate is applyin overseas. #t is the same as video conferencin . The candidate must focus on camera, not the display screen. )e(she should consider this as a face'to'face interview and must ive attention to his(her physical appearance.

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