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Interview is the widely used method of selection. It is the oldest method of evaluating the sustainability of a particular individual for a particular job. Interview is basically a two-way communication between the interviewer and the interviewee/job seeker. It is a formal and in-depth conversation conducted to evaluate the acceptability of candidates for employment. Some Definitions : "Interview maybe regarded as a systematic method by which a peron enters more or less imaginatively into the inner life of a comparative stranger" (Strauss and Sayles) All in all , a INTERVIEW is conducted to assess the suitability of a person for employment.

The purpose of selection interviews is to obtain and assess information about candidates thatwill enable a valid prediction to be made of their future performance in the job for which they are being considered in comparison with the predictions made for other candidates. They aimto answer the following fundamental questions.

Selection interviews three fundamental questions

1. Can candidates do the job are they competent? 2. Will candidates do the job are they well-motivated? 3. How will individuals t into the organization?

Interviewing involves processing and evaluating evidence about the capabilities of a candidate in relation to a person specication. Knowledge what the individual needs to know to carry out the role. Skills and abilities what the individual has to be able to do to carry out the role. Behavioural competencies the types of behaviour required for successful perform-ance of the role. Qualications and training the professional, technical or academic qualications required or the training that the candidate should have undertaken.Experience the types of achievements and activities that would be likely to predict success. Specic demands anything that the role holder will be expected to achieve in specied areas, eg develop new markets or products, improve sales, productivity or levels of cus-tomer service, introduce new systems or processes.Special requirements travelling, unsocial hours, mobility, etc.


The various methods to conduct an interview will be disccused below

Major Types of Interviews 1. Informal Interview Informal interview is oral interview which can be arranged at any place. Various questions are asked in order to collect required information from the candidate , a specific rigid procedure is not followed.

2. Formal Interview Formal interviews may be held by the employment officerin a more formal atmosphere with the help of pre-planned questions. Formal Interview is also called the panel interview

3. Screening Interview Organizations use screening tools to ensure that candidates meet minimum qualifications requirements. Various tools are used to weed out unqualified candidates. Screening Interviews occur if there are huge number of job applicants, however on the whole candidates are rarely asked to attend them. Interviewrs are usually Human Resource Proffessionals and the format is usually that of stratight question and and answers. Screening interviews tend to determine whether there is anything that might disqualify the candidate for the position by foccussing on highlight of accomplishment and qualifications of a candidate. Screeners scrutnize candidates for gaps in the employment, history or pieces of information that look inconsistent. They also want to know from the outset whether a candidadte wil be too expensive for the organization.

4. Structured/Patterned Interview: In a structured interview, the interviewer uses preset standardized questions, which are put to all the interviewees. This interview is also called as Guided or Patterned interview. It is useful for valid results, especially when dealing with the large number of applicants. Short description according to Human Resource Management by Vipul Prakshan on Structured Interviews " Such interviews are well planed in regard t oaccuracy and precision. Here the list of all questions to be asked is decided before the interview. The time alloted to each candidate and the information to be collected from him is decided before hand. The interviewers are selected carefully and the

interview procedure is pre-decided. In brief , the structure of the interview is decided in advance. It is a well-planed, well directed and properly guided interview. Adequate information is collected from each candidate during the course of the interview. The information collected from candidates is uniform and consistent. This facilitates comparative study of candidates for final selection."

5. Unstructured Interview It is also known as Unpatterned interview, the interview is largely unplanned and the interviewee does most of the talking. Unguided interview is advantageous in as much as it leads to a friendly conversation between the interviewer and the interviewee and in the process, the later reveals more of his or her desire and problems. But the Unpatterned interview lacks uniformity and worse, this approach may overlook key areas of the applicants skills or background. It is useful when the interviewer tries to probe personal details of the candidate it analyse why they are not right for the job.

6. Individual Interview This is the most common type and often called a personal interview. It is typically a one-on-one exchange at the organizations offices. In order to best prepare you will want to know the length of the interview which can usually range from 30 to 90 minutes. If the interview is 30 minutes you have to be concise and have a high impact with your answers. If it is 60 or 90 minutes you will want to go into much more depth and use specific examples to support your generalizations.

7. Group Interview Group interviews are used to introduce the organization and describe the job to an assembled audience of candidates. As this form of interview is not

one-on-one there is not much pressure on the individual candidate, however the aim is to stand out from the crowd anbe noticed. Interviewing simultaneously with other candidates can be diconcerting, but it provides the organization with sense of leadership potential and styles of the candidates.The group Interview helps the organization get a glimpse of candidates interact with peers to evaluate timidity or bossiness, attentiveness, maturity, co-operativeness and compositeness for authority. The interviewer also wants to view what tools of persuation, argumentation and careful reasoning the candidates uses to gain support or divide and conquer the group. The interview might call on the candidates to dicuss issues with other candidates, to solve a problem collectively, or disscuss a candidates peculiar qualifications infront of the other candidates.

8. Commitee/Panel Interview Organizations use this methd when hiring for advances positions or if they are just feeling nasty. During commitee interviews, several personnel question candidates at once. Interviewers may try to test candidates nerve to see how he handles himself under pressure. The interview may start out in a relaxed fashion with standard questions being posed, then the interviewer may change track to launch into a hostile assault. Interviewers maybe two or more.It is an interview by a panel/board of interviewers. Panel means a selection commitee or interview commitee appointed for interviewing candidates. Panel means a selection commitiee or an interview commitee. The panel may include three or five members. They will ask questions to candidates on different aspects and give marks to each candidate. The final decision will be taken by all members collectively through rating of candidates. Panel interview is usually better than Personal Interview as collective judgements help choose better more suitable candidates.

9.Stress Interviews During this rare type, the interviewer tries to bait you, to see how you will respond. The objective is to find your weaknesses and test how you hold up to pressure. Such tactics as weird silences, constant interruptions and

challenging interrogation with antagonistic questions are designed to push your boundaries.The interviewer may openly challenge believes or judgements of the candidate. Intervewws may be called upon to perform an impossible task, inflict insults, and misscommunication is common. All the is designed to see whter the candidate have the mettle to withstand the organizations culture, the clients or other potential stress.

10.Depth Interview It is a semi-structured interview and involves questions in key areas in which the interviewer has studies in advance. It aims to probe the candidate throughly so as to get his complete picture.Fortunately, people who come to interview a candidate without an agenda can be easy to direct.. Often this kind of interviewer does more talking than listening and might ask very few questions. Serives of experts are neccessary nd useful in the case of depth interview as a mature understanding of human behavior is essential on the part of the interviewer.

Other Types of Interviews

1. Informational Interview
On the opposite end of the spectrum from screening in the informational inteview. Organizations that like to stay apprised of available talent even when they do not have current job openings are often open to informational interviews, especially if the like to share their knowledge, feel flattered by interest, or esteem the mutual friend that connects a candidate to a organization. During an informational interview, the jobseeker and organization exchnge information and get to know oneanother better without reference to specific job training.

2.Behavioural Interview
Many organizations increasingly rely on behaviour interviews since they usa candidates previous behavious to indicate future performance. In the interviews, the organizations use standardized information to mine information relevant to the candidates competency in a particular area or position. Depending upon the responsibilities of the job and the working environment, questions might be asked to describe a time that requires problem-solving skills, adaptability, leadership, conflict resolution, multitasking, initiative or stress management how to deal with situations.

3.Audition Interview
For some positions, such as computer proggrammers or trainers, organizations want to see in-action the candidate before decision-making. For this reason a simulation or brief excersize is undertaken in order to evaluate candidate's skills. An audition can be enormously useful to the candidate as well, since it allows demonstrating personal abilities in interactive ways. The simulations and excersizes also give a simplified sense of what the job would be like.

4.Lunch Interview
The lunch interview is also known as Mealtime Interview. These interview assess whether a candidate is relaxed and charming or awkward and evasive. Formany, interviewing over a meal sounds like a proffessional and digestive catastrophe in the making. If a candidate has dfficulty chewing gum while walking, thi could be a challenge. It requires some preparationa and pyscological readjustment. Mel often have a cementing social effectbreaking bread together tends to facilitate deals marriages, friendships, and religious communion. Lunch interviews rely on this logic, and expand it particularly when a job requires interpersonal acuity.

5.Follow-up Interview
Organizations bring candidates back for a second and sometimes third or fourth interviews for a number of reasons. Sometimes they just want to confirm that the candidate is an amazing employee they first thought. Sometimes theyr having a dificulty deciding between a short-list of candidates. Othertimes, the interviewr's supervisor or other decision makers in the organization want to gain a sense of the candidate before signing a hiring decision.

6.Chronological Interview
The interviewer will go through experience of the candidates chronologicaly, to expand on items in their applications.

7.Technical Interview
The interview tries to deterineif a candidate possesses the technical knowhow to do the jobby attempting to solve the problems posed by the interviewer, either real or hypothetical ones, that he can apply technical theory to practical problems, that he has a genuine interest in the technology and that he can back up any claimsof technical skillsmade in the application.

8.Case Study Interview

Case study interviews are becoming increasingly common especially during interviews for management consulting firms. The aim of the case study interview is two-fold, firstly to see if the candidate is suited to the type of work the organization underrtakes nad, secondlyto give the candidates an oppurtunity to see if they enjojy this type of work. They can take up a number of different forms but most usually involve an analysis of a hypothetical business problem or answerig a brainteaser. No previous knowledge of the business is required and there is no "right" way to answer

the problem. Theorrganization is looking for a demonstration of the candidates problem-solving abilities;the way the structure a problem, the ability to identifyl key issues, and to demonstrate logical thinking and creativity in their solutions. It is important to listen carefully to any informations provided, think-aloud to demonstrate the approach or the framework used to solve the problem.

9.One-on-One Interview
Generally, the candidates who have seccessded in qualifying the prelimnaryy screening process are called for one-toone interviews. Usually this interview will be carried out by department supervisor, but sometimes with human resources personnel. This interview is very comphrehensive and critical.

10.Telephone Interview
Sometimes if a candidate lives a great distance from the rganization then it may not be practical to attend prelinary interviews in person. In this case an interview can be conducted over the telephone. Alternatively, some organizations use telephone interviews as a screening process to eliminate the weaker candidates early on. telephone ineterview is not an easier option as standard interview rules apply. the only difference is that the candidates body language no longer applies.

11.Situational Interview
The situational Interview is a series of predetermined, hypothetical, job related questions, the responses to which are evaluated against a set of example answers, the The interview is structured and attempts to reduce potential bias and subjectivity of the interview. it produces an interview, which has some characteristics of a psychometric test.

12.Chatty Interview
These are not really interviews at all, but casual conversations. They mark inexperienced interviewers who do not really have a good grasp on what their doing. They might begin with an interesting fact on a candidates resume, or something he has in common, and could go anywhere from there.

13.Courtesy Interview
It is a short and sweet interview. The interviewer has no desire to hire a candidate no matter how good he might be because he has either just filled the job, put the position on hold, or or is just doing it as a favour to a relative.

The two styles of interviewing used by organizations today are: Traditional Job Interview Behavioural Job Interview

Traditional Job Interview

The traditional job interview uses broad-based questions such as, "why do you to work for this organization" and "tell me about your strength and weaknesses". Interview success of failure are more often based on the ability of the job seeker to communicate than on the truthfulness or content

of their answers organizations are looking for the answer to three questions: does the job seeker have the skills and abilities to perform the job; does the job-seeker posses the enthusiasm and work ethic that the organization expects and will the job-seeker be a team player and fit into the organization.

Behavioral Job Interview

Behavioral job interview is based on the theory that past performance is the best indicator of future behaviors and uses questions that probe specific past behaviors, such as : " tell me about a time where you confronted an unexpected problem". " tell me about an experience when you failed to achieve a goal" and " give me a specific example of a time when you managed several projects at once". Job-seekers need to recall scenarios that fit various types of behavioral interviewing questions. Interviewers will have several follow-up questions and probe for details that explore all aspects of a given situation or a experience. Hobbies and volunteer work also might prove examples of use. Job Seekers should frame their answers based on a four-part outline: A) Describing the situation B) Discussing the actions taken. C) Specifying what is to be learned D) Relating the outcomes


These are two primary approaches an interviewer can take. Most interviewers will use a combination of these approaches.

Questions about a Candidates Past Interviewer questions about a candidates motivation and experience. these questions are going to be based on the application involving transition points in the career. For eg why did you leave that organization for that one? why did you decide to go to this course? why did you choose this major? Interviewer will evaluate how a candidate make decisions, the experiences he's is trying to gain and why it turned out that way, interviewers will especially key in on breaks and gaps in an application.

Questions about the Candidate's Future Prospective organizations want to know about a candidates' potential. One way to find out is ask about your career plans. They want to know whether he is committed to the business, and where his long-range interests might take. As a recruiter , some interviewers prefer not bring people into the last job they'll even want. If they want to come into a particular job and win the Deming Award, that is fine. But if their vision does not take them beyond the first week on the job, this could be a problem. In trying to assess a candidates interests goals and plans, interviewers may ask: Where do you want to be in five years. What would be your dream job? What would you like to become known for ? Hypothetical questions can from any interviewer- from a newbie to a professional. The interviewer maybe using the same question on a number of people who have no common experience, but from whom the interviewer would like a basis of comparison. Typically there is no right answer,. What they really want to know about are: ambitions, strategies for successeeding and action plans.

Interview Techniques- Type of Questions

An interview is a conversation with a purpose. The interviewee should been couraged to do most of the talking one of the besetting sins of poor interviewers is that they talk too much. The interviewers job is to draw the candidate out at the same time ensuring that the information required is obtained. To this end it is desirable to ask a number of open-ended questions questions that cannot be answered by yes or no and which promote a full response. But a good interviewer will have an armoury of other types of questions to be asked as appropriate, as described below.

Open Questions
Open questions are phrased generally and give no indication of the expected reply; they cannot be answered by yes or no. They encourage candidates to talk, drawing them out and obtaining a full response. Singleword answers are seldom illuminating. It is a good idea to begin the interview with some open questions to obtain a general picture of candidates, thus helping them to settle in. Open questions can give you a lot of useful information but you may not get exactly what you want, and answers can go into too much detail. For example, the question, What has been the main feature of your work in recent months? may result in a one-word reply marketing, or it may produce a lengthy explanation that takes up too much time. Replies to open question scan get bogged down in too much detail, or miss out some key points. They can come to a sudden halt or lose their way. Inteviewers need to ensure that you get all the facts, keep the ow going and maintain control. Remember that they are in charge. Hence the value of probing, closed and the other types of questions, which are discussed below.

Probing Questions

Probing questions ask for further details and explanations to ensure that you are getting all the facts. Interviewers ask them when answers have been too generalized or when you suspect that there may be some more relevant information that candidates have not disclosed. A candidate may claim to have done something and it may be useful to nd out more about exactly what contribution was made. Poor interviewers tend to let general and uninformative answers pass by without probing for further details, simply because they are sticking rigidly to a predeterminedlist of open questions. Skilled interviewers are able to ex their approach to ensure they get thefacts while still keeping control to ensure that the interview is completed on time.A candidate could say something like: I was involved in a major exercise that producedsignicant improvements in the ow of work through the factory. This statement conveys nothing about what the candidate actually did.

Closed Questions
Closed questions aim to clarify a point of fact. The expected reply will be an explicit single word or brief sentence. In a sense, a closed question acts as a probe but produces a succinct factual statement without going into detail. When you ask a closed question you intend to ndout: What the candidate has or has not done What did you do then? Why something took place Why did that happen? When something took place When did that happen? How something happened How did that situation arise? Where something happened Where were you at the time? Who took part Who else was involved?

Hypothetical Questions
Hypothetical questions are used in structured situational-based interviews when a situation is described to candidates and they are asked how they would respond. Hypothetical questions can be prepared in advance to test how candidates would approach a typical problem. Such questions may be phrased: What do you think you would do if? When such questions lie well within the candidates expertise and experience the answers can be illuminating. But it could be unfair to ask candidates to say how they would deal with a problem without knowing more about the context in which the problem arose. It can also be argued that what candidates say they would do and what they actually do could be quite different. Hypothetical questions can produce hypothetical answers. The best data upon which judgements about candidate scan be judged are what they have actually done or achieved. Interviewers need to nd out if they have successfully dealt with the sort of issues and problems they may be faced with if they join your organization.

Behavioural Event Questions

Behavioral event questions as used in behavioral-based structured interviews aim to get candidates to tell you how they would behave in situations that have been identied as critical to successful job performance. The assumption upon which such questions are based is that past behaviour in dealing with or reacting to events is the best predictor of future behaviour.The following are some typical behavioural event questions: Could you give an instance when you persuaded others to take an unusual course of action? Could you describe an occasion when you completed a project or task in the face of great difculties? Could you describe any contribution you have made as a member of a team in achieving an unusually successful result? Could you give an instance when you took the lead in a difcult situation in getting something worthwhile done?

Capability Questions
Capability questions aim to establish what candidates know, the skills they possess and use and their competencies what they are capable of doing. They can be open, probing or closed butthey will always be focused as precisely as possible on the contents of the person specication,

referring to knowledge, skills and competences. Capability questions are used in behavioural-based structured interviews. Capability questions should therefore be explicit focused on what candidates must know and be able to do. Their purpose is to obtain evidence from candidates that show the extent to which they meet the specication in each of its key areas. Because time is always limited it is best to concentrate on the most important aspects of the work and it is always best to prepare the questions in advance. The sort of capability questions you can ask are set out below.

Questions about Motivation

The degree to which candidates are motivated is a personal quality to which it is necessary togive special attention if it is to be properly assessed. This is usually achieved by inference ratherthan direct questions. How well are you motivated? is a leading question that will usually produce the response: Highly. You can make inferences about the level of motivation of candidates by asking questions on the following subjects

Continuity Questions
Continuity questions aim to keep the ow going in an interview and encourage candidates toenlarge on what they have told you, within limits. It has been said that to keep the conversation going during an interview the best thing an inter-viewer can do is to make encouraging grunts at appropriate moments. There is more to inter-viewing than that, but single words or phrases like good, ne, thats interesting, carry on canhelp things along.

Play-back Questions
Play-back questions test your understanding of what candidates have said by putting to thema statement of what it appears they have told you, and asking them if they agree or disagreewith your version. For example, you could say: As I understand it, you resigned from your lastposition because you

disagreed with your boss on a number of fundamental issues have I gotthat right? The answer might simply be Yes to this closed question, in which case you mightprobe to nd out more about what happened. Or the candidate may reply Not exactly inwhich case you ask for the full story.

Career Questions
As mentioned earlier, questions about the career history of candidates can provide someinsight into motivation as well as establishing how they have progressed in acquiring usefuland relevant knowledge, skills and experience.

Many factors influence the decisions made by interviewer. The basis for many decisions stems from factors outside the interview as well as those during it. The interview pitfalls can be divided into: a)Before the interview b)During the interview c)After the Interview

Before the Interview

Before the interview takes place, there are several factors, which affect the way it will proceed The major pitfalls are: a) Lack of clear job information : Lack of clear job information leads to inconsistency between interviewers

b) Inappropriate Employee Specification Stereotypes: Interviewers selecting for the same post tend to share part of their stereotype of a good candidate with their colleagues, but also tem to hold additional personal views c) Insufficient Preparation: Interviews that are not well planned and structured tend to have poorer results. d) Limited Interview Sills Training: The absence of some form of interviewer training, before the interview takes place, is likely to increase any effect the above factors may have. During the Interview a)First Impression: These are generally last impressions: These are generally lasting impressions. Decisions tend to be made early on in the interview and interviewers accept information that supports their decisions b)Visual cues : Non-verbal sources of information are more important than verbal ones. For e.g. it has been shown that successful candidates look the interviewer in the eyes more, smile more, gesture more, and generally appear more enthusiastic. c)Hearing What they want: Seeking information which supports initial impression, suggests that interviewers are selectively listening. The outcome could lead to information being weighted differently by different interviewers. d)Over-weighing Negative Information : interviewers ten to give more weight to unfavourable information than to positive. Thus, the negative information presented early in the interviewwill hold considerably importance to the final decision. e)Over weighing Academic qualifications: Interviews generally seem to give most weightage o academic achievement, even where it is not as releavant as others such as skill, flexibility, motivation. f)Attitudinal and gender similarity: Interviewers tend to give higher ratings on some traits to candidates who are like themselves.

After the Interview

a)Contrast Effects: The assessments of a candidate partially depends upon the other indidviduals rate at the same time. i.e assessment seems to come from person to person comparisions, rather than from comparing, each applicant thouroughly with the employess specification for the job b) Pressure to select: Interviewers ten to exxagerate the ratings of the candidatewhen theres is a strong pressure to fill a post immediately, regardless of the quality of the candidate. c)Intuitive decision making: Interviewers are humans. Despite all efforts to make interview criteria as objective as is possible, there remains a strong temptation to make the ovverall decision based on intuitions. d)Structured Interviewed Guides and Note-taking: Interviews who work a structured and who takes notes during the possible, have more accurate recall of the quality of the candidate.


The key interviewing skills are establishing rapport, listening, maintaining continuity, keeping control and note taking.

Establishing Rapport
Establishing rapport means establishing a good relationship with candidates getting on their wave length, putting them at ease, encouraging them to respond and generally being friendly. This is not just a question of being nice to candidates. If you achieve rapport you are more likely to get them to talk freely about both their strengths and weaknesses. Good rapport is created by the way in which you greet candidates, how you start the interview and how you put your questions and respond to replies. Questions should not be posed aggressively or imply that you are criticizin

g some aspect of the candidates career. Some people like the idea of stress interviews but they are counterproductive. Candidates clam up and gain a negative impression of you and the organization. When respond bing to answers you should be appreciative, not critical: Thank you, that was very helpful; now can we go on to? not Well, that didnt show you in a good light, did it?Body language can also be important. If you maintain natural eye contact, avoid slumping in your seat, nod and make encouraging comments when appropriate, you will establish better rapport and get more out of the interview.

If an interview is a conversation with a purpose, as it should be, listening skills are important. You need not only to hear but also to understand what candidates are saying. When interview-ing you must concentrate on what candidates are telling you. Summarizing at regular intervalsforces you to listen because you have to pay attention to what they have been saying in orderto get the gist of their replies. If you play back to candidates your understanding of what they have told you for them to conrm or amend, it will ensure that you have fully comprehendedthe messages they are delivering.

Maintaining Continuity
So far as possible link your questions to a candidates last reply so that the interview progresses logically and a cumulative set of data is built up. You can put bridging questions to candidates such as: Thank you, that was an interesting summary of what you have been doing in this aspect of your work. Now, could you tell me something about your other key responsibilities?

Keeping Control
You want candidates to talk, but not too much. When preparing for the interview , interviewers should have drawn up an agenda and they must

try to stick to it. Dont cut candidates short too brutally but say something like: Thank you, Ive got a good picture of that, now what about?

Focus on specics as much as you can. If candidates ramble on a bit, use a pointed question (aprobe question) that asks for an example illustrating the particular aspect of their work that you are considering.

Note Taking
Interviewers wont remember everything that candidates tell them. It is useful to take notes of the key points they make, discreetly, but not surreptitiously. However, dont put candidates off by frowning or tut-tutting when you are making a negative note. It may be helpful to ask candidates if they would mind if take notes. They cant really object but will appreciate the fact that they have been asked

Advantages and Disadvantages of Interviews

Advantages of interviews as a method of selection Disadvantages of interviews as a methodof selection -Provide opportunities for interviewers to ask probing questions about the candidates experience and to explore the extent to which the candidates competencies match those specied for the job. -Enable interviewers to describe the job (a 'realistic job preview) and the organization in more detail, providing some indication of the terms of the psychological contract . - Provide opportunities for candidates to ask questions about the job and to clarify issues concerning training, career prospects, the organization and terms and conditions of employment

-Enable a face-to-face encounter to take place so that the interviewer can make an assessment of how the candidate would t into the organization and what they would be like to work with. Give the candidate the same opportunity to assess the organization, the interviewer and the job

-Can lack validity as a means of making sound predictions of performance, and lack reliability in the sense of measuring the same things for different candidates -Rely on the skill of the interviewer many people are poor at interviewing, although most think that they are good at it -Do not necessarily assess competence in meeting the demands of the particular job -Can lead to biased and subjective judgements by interviewers


BOOKS Human Resource Management, The Mcgraw-Hill Companies, Fifth Edition by K Aswathappa Vipuls BMS Series, Third Revised Edition, N.G.KALE & MEHTAB AHMED HRM and Performance: Achieving Long Term Viability by Jaap Paauwe

WEBSITES www.wikipedia.org
Google E-books www.Managementparadise.com www.ManagementStudies.com www.thehrinitiative.wordpress.com www.kittsgraduate.co.uk


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What is an Interview......................................................................... 1 Purpose of an Interview.................................................................... 1 Major Types of Interview.................................................................. 2 Other Types of Interview.................................................................. 6 Types of Interviewing....................................................................... 10 Interview Techniques....................................................................... 12 Interview Techniques - Types of Questions..................................... 13 Interview Pitfalls............................................................................... 17 Selection Interview Skills.................................................................. 19 Advantages and Disadvantages of Interview.................................... 21 References........................................................................................ 23