First of all, it is important to put an emphasis on the fact that the effective interview is the core success factor for the employment process and for the entire organizational activity of a particular business entity.
For the people, who are not directly involved into the process of the job interview conducting, it may seem that it is not a complicated process, which implies shaking hands, conducting a small conversation, asking a set of questions, and comparing all the candidates, who have applied for the particular vacancy.
Generally, the process of hiring implies all the above listed steps, but at the same time, there is a risk of hiring the candidate, who does not meet the requirements of a particular vacancy due to some personal characteristics, behavioral aspects or lack of professionalism.
According to the opinion of Janis Whitaker, the expert in area of interview conducting and the author of Interviewing by Example : “There's actually a lot of preparation that goes into a good professional interview…most people can't wing it off of the top of their heads” (Whitaker 25).
It is obvious that the bad hire step has a high cost for the business entity and this cost implies not only the wasted salary, but in addition there is a risk of wasting the reputation and image of the organization, losing the clients, wasting high- cost training time, reducing existing competitive advantage or worsening the relations inside of the working team due to some personal features of a particular employee.
Generally, majority of experts in the employment area estimate that the cost of wrong (bad or ineffective) hire exceeds the annual salary of a particular vacancy. In order to prevent such expensive for the company mistake, it is important to develop the interview questions in accordance with the values and current needs of a particular organization (business entity) and to take in account all the features of the working team, moral code of organization and the specific features of a particular industry.
In the scopes of this essay, I would like to outline two core directions of effective interview conduction, while referring to the core special terms. These directions are the following: developing and outlining the core aspects of a particular vacancy - responsibilities and duties. This information would be applied for defining the core requirements o the candidate. Secondly, the set of questions should be developed for the interview conduction.
On this stage, it is important to pay additional attention to the features of people who have previously occupied the particular vacancy: their knowledge, features and skills which have made them effective or ineffective/ successful or unsuccessful. In the case when there is possibility of asking previous supervisor of the candidate about the main features of the candidate, and his or her core contributions to the previous work, the additional objective information about the potential employee may be obtained (Tay 447).
In order to conduct the effective interviews and to get the complex information about the candidate, the questions should be divided into the following sections (directions): special terms; fact-based or general questions; situational or hypothetical questions; stress questionsand behavioral questions.
The fact-based questions may be represented in the following form: “how many years You have been employed in the company “X”? “What is you previous salary rate?” etc. The main objective of such questions is clarifying the information, represented in the resume and in addition such question may show whether the resume has been completed personally by the candidate or no. This category of questions also covers the questions about candidates’ intention pursuing the job in a specific area (working with people, online work etc.)
The category of situational questions implies the prompt reaction of the candidate for the particular case, circumstances and effective decision making, which may take its place in the everyday duties of the potential vacancy. Such questions are mainly represented in the following form: “"What would you do if…”. It is obvious that the majority of candidates would answer that everything would be done in the best possible way for the both sides, but at the same time, there are some candidates, who get fooled on the situational questions (Kessler 2).
The next type of questions implies stress questions. For example: “Why would we hire you? You have no experience." The core objective of such questions is putting the candidate into the stressful situation for seeing ones’ reaction for the stress confrontation. In some vacancies, the prompt and adequate reaction for the stressful situation is the core success factor for the professional development - for example - customer service representatives or police workers.
The last type of questions, which should be included into the professional interview, implies the behavioral questions. Scholars consider the behavioral interviews as the effective predictor of future performance. These questions are represented in the following form: Tell me about a time and case when you develop and initiated a project that resulted the productivity increasing and effectiveness improvement (Levashina 1639).
To conclude, it is possible to say that the professional approach towards the interview questions development and interview conduction is the core success factor of the employment process.
At the same time it is important to pay attention to the fact that in order to represent the positive image of the employer, the respectful attitude towards the potential candidate should be shown and the environment for the interview conduction should also represent the high level of the organizational development and its competitive advantage in the labor market.