CaseStudy II: The Interview
CaseStudy II: The Interview
Tell us about a time when you helped a fellow worker realize that he or she had more than one choice in handling a difficult problem. Describe the situation, your contribution and the outcome of your intervention Participant.
Describe a misunderstanding that you were involved in at your previous employment. What was the context, actions, and results?
Explain the last time you provided a solution to a problem that required you to apply critical and creative thinking skills what challenges did you face and how did you overcome them, what was the outcome? Assess
Tell us of a situation where you were required to exercise professional confidentiality. What was the context? What did you do? What were the results?
What else apart from your education and job experience sets you as the right candidate for this job?
Describe what you have involved yourself in to advance your career. What resources did you utilize? What was the best as assistance you received?
Describe the last time you had a conflict in your previous employment. What was the nature of the conflict? What actions did you take? How effective were the actions? What precautions would you have taken to prevent the conflict?
Describe a scenario where you participated in bringing change in your last place of work (or church, community center or club). Tell us about the situation, the steps you took and the outcome.
Apart from money, what rewards, benefits, or work situations are most important for you?
Describe the most awkward moment you have experienced in the company of a disabled person. Explain the context and the actions you took. If you experienced a similar situation, what would you do anything differently?
Arationale for the inclusion of each question
Employeesare key assets for any company. This is because they play a vitalrole in the success of the organizations where they work. Therefore,selecting the most qualified or best fitting employees is essential.This can be facilitated through the interview process, which can helpin finding qualified individuals (Certo,2015).The following is a rationale for the inclusion of each interviewquestion and an explanation of its effect on enhancing the validityand reliability of the selection process.
Thefirst question focuses on the participant empowerment of anindividual as competence. Performance empowerment assesses one’sability to work and help other people in decision-making. Virtuallyall job positons require individuals who can empower their colleaguesat work and therefore, the most competent person in this area (basedon responses) should be considered.
Thesecond question is based on the competency area of communication.Communication is an important element in any job today. Therefore,any hirer would want to go for the candidate who can be able tocommunicate with colleagues effectively despite the context. Thethird question is based on the competency area of assessment. Ittries to establish the problem-solving skills of the candidate andhis ability to overcome challenges. Employers prefer employees whocan solve problems effectively, and therefore a good problem-solverwould be the idea fit for the positon.
Thefourth question assesses the competency area of facilitation ofservices. It evaluates the candidate’s ability to maintainprofessional confidentiality at work or away from work. Professionalconfidentiality is essential in any working environment hence theright candidate must be able to practice it. The fifth questionfocuses on the education background, training and self-development ofthe candidate. It assesses if the candidate possesses otherattributes that can help him perform his duties in an unquestionablemanner. Employers seek to hire all-round individuals in the sensethat they possess other qualities such as integrity and honesty.
Thesixth question focuses on career, educational and vocational supportof the candidate. It aims at finding out the amount of effort,resources or commitment that the candidate has dedicated his career.That could be a sign that an individual is committed to the job. Theseventh question focuses on crisis intervention. It assesses theability of a candidate to mitigate crises at work. A crisis-freeenvironment is ideal because it fosters good relations and higheremployee productivity.
Moreover,question eight is based on organizational participation as acompetency area. It seeks to find if the candidate is achange-oriented person to assess whether he can add any value to theorganization. A candidate who has contributed to change before islikely to add value to the organization, hence is preferred.Furthermore, the ninth question focuses on finding out if thecandidate values or appreciates other things apart from the normalremuneration. A candidate who values only money may not be a good fitfor an organization that seeks to recruit or employee people whovalue more or other things in life. Although this question may not bethe decision point, it can point out to one’s personality, which isa key factor in the hiring process.
Lastly,question ten sets to establish the candidate’s predispositionregarding diversity at the workplace. If the organization valuesdiversity, it seeks employees who value diversity too while theopposite is the case. Therefore, this question establishes if anindividual can relate well to people of different backgrounds atwork. Diversity at work should be encouraged, and employees shouldnot be discriminated against based on the religious, sexual, orracial orientation among other things (Bangerter.Roulin & König, 2012).
Adiscussion of how these interview questions will influence thesubsequent training, supervising and appraising of staff
Thefirst question identifies the areas to train new employees regardinginterpersonal skills such as teamwork, motivation. It also shows thereliability of candidates in situations that require creativity. Inappraising staff, candidates who perform well on this question willbe required to demonstrate creativity in their roles with minimumsupervision. The second question tests the ability of candidates tocommunicate effectively. Candidates who perform poorly in thisquestion will need further training to improve their communicationskills. During supervision, candidates who demonstrate impressivecommunication skills will be assigned roles that require effectivecommunication. When appraising, candidates will be expected toperform as per the training they have received.
Thethird question will help the organization to identify training needsin creative and critical thinking. Candidates who perform well inthis question are creative, and critical thinkers hence requireminimum supervision. Subsequently, during appraisals, they will beexpected to demonstrate high levels of creativity. The fourthquestion enables the organization to identify training gaps in thefacilitation of services. Candidates will be trained onconfidentiality and professionalism. They will be under continuoussupervision until they grasp confidentiality rules touching on theorganization. During appraisal, employees will be judged based ontheir facilitation training.
Thefifth question identifies professional gaps and enables theorganization to close the gap between the required and availableskills. Supervisors will assign roles to candidates based on theiracquired skills. During appraisal, the performance of candidates willbe benchmarked on their basic skills (Campion,Campion & Hudson, 2014).The sixth question enables the organization to know the vocationaltraining that will enhance the competence of successful candidates.Supervisors will assign roles based on other vocational experiencesof the candidates. Candidates with impressive vocational experienceswill have to produce equal performances.
Theseventh question highlights potential training areas in conflictresolution. Supervisors will have to train candidates on how tohandle crises without causing acrimony. During assessments,candidates who impress in this question will be expected todemonstrate leadership in crisis and conflict management. The eighthquestion identifies ways of training successful candidates to betransformational leaders. Supervisors will put candidates insituations where they are needed to bring change in theorganizations. Assessments will seek to identify candidates whodemonstrated transformational leadership
Theninth question helps identify the level of motivation that eachcandidate has towards the job. During training, the organization willseek ways of ensuring greater motivation among candidates throughself-fulfilling and organizational strategies. Assessments will seekto measure individual passion and commitment to the organization. Thelast question helps design the right diversity training curriculum.Supervisors will be keen to train candidates oh how to accommodateracial, religious and cultural diversity. Appraisals will seek tomeasure how candidates interact with people from diverse backgrounds.
Bangerter,A., Roulin, N., & König, C. J. (2012). Personnel selection as asignaling game. Journalof Applied Psychology, 97(4),719.
Campion,M. A., Campion, J. E., & Hudson, J. P. (2014). Structuredinterviewing: A note on incremental validity and alternative questiontypes. Journalof Applied Psychology, 79(6),998.
Certo,S. (2015). Supervision:Concepts and skill-building.McGraw-Hill Higher Education.
Huffcutt,A. I., Culbertson, S. S., & Weyhrauch, W. S. (2013). EmploymentInterview Reliability: New meta‐analyticestimates by structure and format. InternationalJournal of Selection and Assessment, 21(3),264-276.