Job Relevant Interview Content

Published Date: 02 Nov 2017

INTERVIEW

MARYAM SHABBIR MBT F11- 047

RABAIL KHAN MBT F11- 077

TUBA HUSSAIN MBT F11- 097

ANWAAR AHMAD MBT F11-11 GHULAM HASSAN MBTF11-133

HRM Project

Topic: Interview

Submitted by:

Maryam Shabbir MBTF11 (047)

Rabail Khan MBTF11 (077)

Tuba Hussain MBTF11 (097)

Anwaar Ahmad MBTF11 (110)

Ghulam Hassan MBTF11 (133)

To:

Amir Riaz sb

ACKNOWLEDGEMENT

Thanks to ALMIGHTY ALLAH, who helped me to complete this project on "SELECTION TESTS". We are grateful to our teachers for their guidelines for the completion of our Project report. We also appreciate the cordial cooperation from all our concern

Mr. Shahzad Qamar (Human Resource manger)

Mr. Ghaffar Azeem Hashmi (Bleaching Manager)

Mr. Loe (Dyeing manager) China

Mr.Mannaf Razzak (Quality manager) Sri Lanka

Mr.Kamran Rafique (Quality Control Manager) .

Mr. Khalid Latif (R&D and Lab Manager)

And all other subordinates from

Sapphire Finishing Mills Raiwind Distt. Qasoor who give me suitable information to complete my project.

SPECIALLY THANKS TO:::::

Our respected teacher Mr. Aamir Riaz who assigned us this project and give us a chance to enhance our knowledge.

And Mr. Tariq Jameel (General Manager of Sapphire Finishing Mills) who appreciated our task and give us approval to visit and collect information to complete our project.

Interview

An interview is a process in which we collect the information for the purpose of candidate selections, performance appraisal and to reduce the turnover rate (exit interview) with the candidate and employees

Contents

Role of interview

Interview constructs

Process

Phase of interviews

Types of interviews

History of interviews

Exit interviews

Appraisal interviews

Behavioral interviews

Situational interview interviews

Case interviews

Panel interviews

Stressinterviews

Technical interviews

Telephone interviews

Interviewee strategies and behaviors

Nonverbal behaviors

Physical attractiveness

Coaching

Faking

Validity and predictive power

Factor that effect the interview

Role of Interview

A job interview typically precedes the hiring decision, and is used to evaluate the candidate. The interview is usually preceded by the evaluation of submittedresumes from interested candidates, then selecting a small number of candidates for interviews. Potential job interview opportunities also include networking events and career fairs. The job interview is considered one of the most useful tools for evaluating potential employees. It also demands significant resources from the employer, yet has been demonstrated to be notoriously unreliable in identifying the optimal person for the job. An interview also allows the candidate to assess the corporate culture and demands of the job.

Multiple rounds of job interviews may be used where there are many candidates or the job is particularly challenging or desirable. Earlier rounds may involve fewer staff from the employers and will typically be much shorter and less in-depth. A common initial interview form is the phone interview, a job interview conducted over the telephone. This is especially common when the candidates do not live near the employer and has the advantage of keeping costs low for both sides.

Once all candidates have been interviewed, the employer typically selects the most desirable candidate and begins the negotiation of a job offer.

Interview constructs

To identify the constructs that are measured during an interview to understand why interviews might help us pick the right people for the job. Several reviews of the research on interview constructs revealed that the interview captures a wide variety of applicant attributes. These constructs can be classified into three categories:

Job-relevant interview content Interviewee performance Jobirrelevant interviewer biases

I. Job-relevant interview content:

Interview questions are generally designed to tap applicant attributes that are specifically relevant to the job for which the person is applying. The job-relevant applicant attributes that the questions purportedly assess are thought to be necessary for one to successfully perform on the job. The job-relevant constructs that have been assessed in the interview can be classified into three categories:

General traits:

Mental ability: Applicants’ capacity to learn and process information.

Personality: Conscientiousness, agreeableness, emotional stability, extroversion, openness to new experience.

Interest, goals, and values:Applicant motives, goals, and person-organization fit.

Experiential factors:

Experience:Job-relevant knowledge derived from prior experience

Education: Job-relevant knowledge derived from prior Declarative education

Training: Job-relevant knowledge derived from prior training

Core job elements:

Knowledge: Applicants’ learned knowledge

Procedural skills and abilities: Applicants’ ability to complete the tasks required to do the job

Motivation: Applicants’ willingness to exert the effort required to do the job

II. Interviewee performance

Interviewer evaluations of applicant responses also tend to be colored by how an applicant behaves in the interview. These behaviors may not be directly related to the constructs the interview questions, but can be related to aspects of the job for which they are applying. Applicants without realizing it may engage in a number of behaviors that influence ratings of their performance. The applicant may have acquired these behaviors during training or from previous interview experience. These interviewee performance constructs can also be classified into three categories:

Social effectiveness skills:

Impression management: Applicants’ attempt to make sure the interviewer forms a positive impression of them.

Social skills: Applicants’ ability to adapt his/her behavior according to the demands of the situation to positively influence the interviewer

Self-monitoring:Applicants’ regulation of behaviors to control the image presented to the interviewer

Relational control:Applicants’ attempt to control the flow of the conversation.

2. InterpersonalPresentation:

Verbal expression: Pitch, rate, pauses

Nonverbal behavior: Gaze, smile, hand movement, body orientation

3. Personal/contextual factors:

Interview training: Coaching, mock interviews with feedback

Interview experience: Number of prior interviews

Interview self-efficacy: Applicants’ perceived ability to do well in the interview

4.Interview motivation: Applicants’ motivation to succeed in an interview

III. Job-irrelevant interviewer biases

The following are personal and demographic characteristics that can potentially influence interviewer evaluations of interviewee responses. These factors are typically not relevant to whether the individual can do the job thus their influence on interview ratings should be minimized or excluded. The list of job-irrelevant interviewer biases is presented below;

Attractiveness: Applicant physical attractiveness can influence interviewer’s evaluation of one’s interview performance

Race: Whites tend to score higher than Blacks and Hispanics; racial similarity between interviewer and applicant, on the other hand, has not been found to influence interview ratings

Gender: Females tend to receive slightly higher interview scores than their male counterparts; gender similarity does not seem to influence interview ratings

Similarities in background and attitudes: Interviewers perceived interpersonal attraction was found to influence interview ratings

Culture: Applicants with an ethnic name and a foreign accent were viewed less favorably than applicants with just an ethnic name and no accent or an applicant with a traditional name with or without an accent.

In sum, the following is recommended: Interviews should be developed to assess the job relevant constructs identified in the job analysis.

Interview Process

A typical job interview has a single candidate meeting with between one and three persons representing the employer; the potential supervisor of the employee is usually involved in the interview process.

A larger interview panel will often have a specialized human resource worker. While the meeting can be over in as little as 15 minutes, job interviews usually last less than two hours.

The bulk of the job interview will entail the interviewers asking the candidate questions about his or her job history, personality, work style and other factors relevant to the job.

For instance, a common interview question is

"What are your strengths theand weaknesses

"The candidate will usually be given a chance to ask any questions at the end of the interview. These questions are strongly encouraged since they allow the interviewee to acquire more information about the job and the company, but they can also demonstrate the candidate's strong interest in them.

Candidates for lower paid and lower skilled positions tend to have much simpler job interviews than do candidates for more senior positions. In many companies, assessment days are increasingly being used, particularly for graduate positions, which may include analysis tasks, group activities, presentation exercises, and psychometric testing.

In recent years it has become increasingly common for employers to request job applicants who are successfully shortlisted to deliver one or more presentations at their interview.

The purpose of the presentation in this setting may be to eitherdemonstrate candidates' skills and abilities in presenting, or to highlight their knowledge of a given subject likely to relate closely to the job role for which they have applied.

It is common for the applicant to be notified of the request for them to deliver a presentation along with their invitation to attend the interview. Usually applicants are only provided with a title for the presentation and a time limit which the presentation should not exceed.

There are three phases of interview process

One way to think about the interview process is as three separate, albeit related, phases:

( 1) Preinterview phase: which occurs before the interviewer and candidate meet.

(2) Interview phase: where the interview is conducted

(3) Post interview phase: where the interviewer forms judgments of candidatequalifications and makes final decisions. Although separate, these three phases are related. That is, impressions interviewers form early on may affect how they view the person in a later phase.

Pre interview phase: The preinterview phase encompasses the information available to the interviewer beforehand (e.g. resume, test scores, social networking site information) and the perceptions interviewers form about applicants from this information prior to the actual face-to-face interaction between the two individuals. In this phase, interviewers are likely to already have ideas about the characteristics that would make a person ideal or qualified for the position. Interviewers also have information about the applicant usually in the form of a resume, test scores, or prior contacts with the applicant.

Interview phase: The interview phase entails the actual conduct of the interview, the interaction between the interviewer and the applicant. Initial interviewer impressions about the applicant before the interview may influence the amount of time an interviewer spends in the interview with the applicant, the interviewer’s behavior and questioning of the applicant, and the interviewer’s post interview evaluations.

As interviews are typically conducted face-to-face, over the phone, or through video conferencing (e.g. Skype), they are a social interaction between at least two individuals. Thus, the behavior of the interviewer during the interview likely "leaks" information to the interviewee. That is, you can sometimes tell during the interview whether the interviewer thinks positively or negatively about you. Knowing this information can actually affect how the applicant behaves, resulting in a self-fulfilling prophecy effect.

Post interview phase: After the interview is conducted, the interviewer must form an evaluation of the interviewee’s qualifications for the position. The interviewer most likely takes into consideration all the information, even from the pre-interview phase, and integrates it to form a post interview evaluation of the applicant. In the final stage of the interview process, the interviewer uses his/her evaluation of the candidate (i.e., in the form of interview ratings or judgment) to make a final decision. Sometimes other selection tools (e.g., work samples, cognitive ability tests, personality tests) are used in combination with the interview to make final hiring decisions; however, interviews remain the most commonly used selection device in North America.

For interviewees: Although the description of the interview process above focuses on the perspective of the interviewer, job applicants also gather information on the job and/or organization. The interview is a two-way exchange and applicants are also making decisions about whether the company is a good fit for them. Essentially, the process model illustrates that the interview is not an isolated interaction, but rather a complex process that begins with two parties forming judgments and gathering information, and ends with a final interviewer decision.

Types of Interview

Exit interview:

When an employee leaves the company, he is interviewed either by his immediate superior or by the manager.. This interview is called an exit interview. Exit interview is taken to find out why the employee is leaving the company. Sometimes, the employee may be asked to withdraw his resignation by providing some incentives. Exit interviews are taken to create a good image of the company in the minds of the employees who are leaving the company. They help the company to make proper HRD policies, to create a favorable work environment, to create employee loyalty and to reduce turnover.

Appraisal interview:

When the authority check the performance annually they take an interview and at the time of promotion that’s interview called performance appraisal interview.

3. History of interview (questions)

In interviews that are considered "structured interviews," there are typically two types of questions interviewers ask applicants:

Situational interview(questions)

. Behavioral questions (also known as patterned behavioral description interviews). Both types of questions are based on "critical incidents" that are required to perform the job but they differ in their focus..

Behavioral interview( questions)

Behavioral (experience-based or patterned behavioral) interviews are past-oriented in that they ask respondents to relate what they did in past jobs or life situations that are relevant to the particular job relevant knowledge, skills, and abilities required for success. The idea is that past behavior is the best predictor of future performance in similar situations. By asking questions about how job applicants have handled situations in the past that are similar to those they will face on the job, employers can gauge how they might perform in future situations.

Situational interview (questions)

Situational interview questions ask job applicants to imagine a set of circumstances and then indicate how they would respond in that situation; hence, the questions are future oriented. One advantage of situational questions is that all interviewees respond to the same hypothetical situation rather than describe experiences unique to them from their past. Another advantage is that situational questions allow respondents who have had no direct job experience relevant to a particular question to provide a hypothetical response. Two core aspects of the SI are the development of situational dilemmas that employees encounter on the job, and a scoring guide to evaluate responses to each dilemma.

Case Interview:

A case interview is an interview form used mostly by management consulting firms and investment banks in which the job applicant is given a question, situation, problem or challenge and asked to resolve the situation. The case problem is often a business situation or a business case that the interviewer has worked on in real life.

Panel Interview:

Another type of job interview found throughout the professional and academic ranks is the panel interview. In this type of interview the candidate is interviewed by a group of panelists representing the various stakeholders in the hiring process. Within this format there are several approaches to conducting the interview. Example formats include;

Presentation format– The candidate is given a generic topic and asked to make a presentation to the panel. Often used in academic or sales-related interviews.

Role format – Each panelist is tasked with asking questions related to a specific role of the position.

Skeet shoot format– The candidate is given questions from a series of panelists in rapid succession to test his or her ability to handle stress filled situations.

The benefits of the panel approach to interviewing include: time savings over serial interviewing, more focused interviews as there is often less time spend building rapport with small talk, and "apples to apples" comparison because each stake holder/interviewer/panelist gets to hear the answers to the same questions.

Stress Interview:

Stress interviews are still in common use. One type of stress interview is where the employer uses a succession of interviewers whose mission is to intimidate the candidate and keep him/her off-balance. The ostensible purpose of this interview: to find out how the candidate handles stress. Stress interviews might involve testing an applicant's behavior in a busy environment. Questions about handling work overload, dealing with multiple projects, and handling conflict are typical.

Another type of stress interview may involve only a single interviewer who behaves in an uninterested or hostile manner. Candidates may also be asked to deliver a presentation as part of the selection process. The "Platform Test" method involves having the candidate make a presentation to both the selection panel and other candidates for the same job. This is obviously highly stressful and is therefore useful as a predictor of how the candidate will perform under similar circumstances on the job. Selection processes in academic, training, airline, legal and teaching circles frequently involve presentations of this sort.

Technical Interview:

This kind of interview focuses on problem solving and creativity. The questions aim at your problem-solving skills and likely show your ability and creativity. Sometimes these interviews will be on a computer module with multiple-choice questions.

Telephone Interview:

Telephone interviews take place if a recruiter wishes to reduce the number of prospective candidates before deciding on a shortlist for face-to-face interviews. They also take place if a job applicant is a significant distance away from the premises of the hiring company, such as abroad or in another state or province.

Other types of interview (questions):

Other possible types of questions that may be asked in an interview include: background questions, job experience questions, and puzzle type questions. A brief explanation of each follows.

Background questions include a focus on work experience, education, and other qualifications.

Job experience questions may ask candidates to describe or demonstrate job knowledge.

The puzzle interview was popularized by Microsoft in the 1990s, and is now used in other organizations.

Interviewee strategies and behaviors

Nonverbal behaviors

It may not only be what you say in an interview that matters, but also how you say it (how fast you speak) and how you behave during the interview (hand gestures, eye contact). In other words, although applicants’ responses to interview questions influence interview ratings, their nonverbal behaviors may also affect interviewer judgments. Nonverbal behaviors can be divided into two main categories: vocal cues (articulation, pitch, fluency, frequency of pauses, speed, etc.) and visual cues (smiling, eye contact, body orientation and lean, hand movement, posture, etc.).Oftentimes physical attractiveness is included as part of nonverbal behavior as well. Applicants’ nonverbal behaviors may influence interview ratings through the inferences interviewers make about the applicant based on their behavior.

Applicants’ verbal responses and their nonverbal behavior may convey some of the same information about the applicant. However, despite any shared information between content and nonverbal behavior.

Physical attractiveness:

To hire the best applicants for the job, interviewers form judgments, sometimes using applicants’ physical attractiveness. That is, physical attractiveness is usually not necessarily related to how well one can do the job, yet has been found to influence interviewer evaluations and judgments about how suitable an applicant is for the job. Once individuals are categorized as attractive or unattractive, interviewers may have expectations about physically attractive and physically unattractive individuals and then judge applicants based on how well they fit those expectations. As a result, it typically turns out that interviewers will judge attractive individuals more favorably on job-related factors than they judge unattractive individuals. People generally agree on who is and who is not attractive and attractive individuals are judged and treated more positively than unattractive individuals.

Coaching:

An abundance of information is available to instruct interviewees on strategies for improving their performance in a job interview. Information used by interviewees comes from a variety of sources ranging from popular how-to books to formal coaching programs, sometimes even provided by the hiring organization. Within the more formal coaching programs, there are two general types of coaching. One type of coaching is designed to teach interviewees how to perform better in the interview by focusing on how to behave and present one. This type of coaching is focused on improving aspects of the interview that are not necessarily related to the specific elements of performing the job tasks. This type of coaching could include how to dress, how to display nonverbal behaviors (head nods, smiling, eye contact), verbal cues (how fast to speak, speech volume, articulation, pitch), and impression management tactics. Another type of coaching is designed to focus interviewees on the content specifically relevant to describing one’s qualifications for the job, in order to help improve their answers to interview questions. This coaching, therefore, focuses on improving the interviewee’s understanding of the skills, abilities, and traits the interviewer is attempting to assess, and responding with relevant experience that demonstrates these skills.

Additionally, research has shown that interviewees tend to have positive reactions to coaching, which are often an underlying goal of an interview. Based on research thus far; the effects of coaching tend to be positive for both interviewees and interviewers.

Faking:

Interviewers should be aware that applicants can intentionally distort their responses or fake during the interview and such applicant faking has the potential to influence interview outcomes if present. Two concepts that relate to faking include social desirability (the tendency for people to present themselves in a favorable light), and impression management (conscious or unconscious attempts to influence one’s image during interactions). Faking in the employment interview, then, can be defined as "deceptive impression management or the conscious distortion of answers to the interview questions in order to obtain a better score on the interview and/or otherwise create favorable perceptions". Thus, faking in the employment interview is intentional, deceptive, and aimed at improving perceptions of performance.

Validity and predictive power

There is extant data which puts into question the value of job interviews as a tool for selecting employees. Where the aim of a job interview is ostensibly to choose a candidate who will perform well in the job role, other methods of selection provide greater predictive power and often lower costs. Furthermore, given the unstructured approach of most interviews they often have almost no useful predictive power of employee success.

While unstructured interviews are commonly used, structured interviews have yielded much better results and are considered a best practice. Interview structure is defined as "

the reduction in procedural variance across applicants, it can translate into the degree of discretion that an interviewer is allowed in conducting the interview".

Structure in an interview can be compared to a typical paper and pencil test: we would not think it was fair if every test taker was given different questions and a different number of questions on an exam, or if their answers were each graded differently. Yet this is exactly what occurs in an unstructured interview; thus, a structured interview attempts to standardize this popular selection tool. While there is debate surrounding what is meant specifically by a structured interview. There are typically two broad categories of standardization:

(1)Content structure (2)Evaluation structure

Content structureincludes elements that refer to the actual content of the interview:

Base questions on attributes that are representative of the job, as indicated by a job analysis

Ask the same questions of all interviewees

Limit prompting, or follow up questions, that interviewers may ask

Ask better questions, such as behavioral description questions

Have a longer interview

Control ancillary information available to the interviewees, such as resumes

Don’t allow questions from applicants during interview

structure includesaspects that refer to the actual rating Evaluation of the interviewee:

Rate each answer rather than making an overall evaluation at the end of the interview

Use anchored rating scales

Have the interviewer take detailed notes

Have more than one interviewer view each applicant (i.e. have panel interviews)

Have the same interviewers rate each applicant

Don’t allow any discussion about the applicants between interviewers

Train the interviewers

Use statistical procedures to create an overall interview score

It is important to note that structure should be thought of as a continuum; that is, the degree of structure present in an interview can vary along these various elements listed above.

In terms of reliability, meta-analytic results provided evidence that interviews can have acceptable levels of Interpreter reliability, or consistent ratings across interviewers Interpreter reliability, when a structured panel interview is used. In terms of criterion-related validity, or how well the interview predicts later job performance criterion validity, meta-analytic results have shown that when compared to unstructured interviews, structured interviews have higher validities, with values ranging from .20-.57 (on a scale from 0 to 1), with validity coefficients increasing with higher degrees of structure. That is, as the degree of structure in an interview increases, the more likely interviewers can successfully predict how well the person will do on the job, especially when compared to unstructured interviews. In fact, one structured interview that included:

a) A predetermined set of questions that interviewers were able to choose from, b) Interviewer scoring of applicant answers after each individual question using previously created benchmark answers, showed validity levels comparable to cognitive ability tests for entry level jobs.

Honesty and integrity are attributes that can be very hard to determine using a formal job interview process: the competitive environment of the job interview may in fact promote dishonesty

The Factor that Effect the Interview

There are many types of factor which affect the interview. Here we discuss some effect which is given below.

First impression

First expression effect the interview heavely.If first impression is interview is good but the candidate makes a mistake during the interview. That mistakes some time ignored.

Misunderstanding the job;

If the interview taker don’t have the knowledge about job. That factor effect the interview. That understood point if the interview taker has low level of knowledge. He doesn’t take interview effectively.

Candidate order error;

If one candidate give anoutstanding performance in interview. The second candidate performs normal. The interviewer ranked that candidate low of original level.

Nonverbal behavior and impression management.;

Some time Interview taker ask only those question in which he has own interest. This is effect the interview.

Effect of interviewer behavior;

If the interviewer has good behavior the candidate feels batter and gives the answer effectively. And if he has hard behavior this is also affect the interview.

Environmental factor;

Environment also affects the interview. If we take the same interview by the same candidate. These two interviews have different result.

Research work

Organization name: Sapphire Finishing mills

Dept: Nine Department working

Visiting Date: May 24-2012

2:: Back Ground of Host Organization::

Sapphire group initially start its business by producing yarn fabric (spinning mills) in 1957 in Dhaka Eastern Bengal of Pakistan, now is Bangladesh.

After the separation of eastern Bengal in 1971, it established its same business in Faisalabad by establishing of more units of spinning mills in Pakistan. In 1980 decade it also established Weaving, Dyeing, and Finishing, Printing and stitching units of fabric near Shekhupure. In 1987 it also invest in power sector near Mureedke .In 1990, it invest in polyester and fiber technology units. After that Mian Abdulla established more units with the help of their six sons. Sapphire finishing mills is one of them. Sapphire Finishing Mills is established by the Sapphire group of Industries in 2001 under the companies’ ordinance 1984. Initially it started its dye production of one Million with in a period of decade it raised its production to 5 Million, That is huge success in the Pakistan Textile Industry. Sapphire finishing mills is started as single unit in Lahore but in 2011 Sapphire established more units in Lahore in the form of Sapphire finishing, stitching unit, dyeing unit and home ware.

Mission Statement

Sapphire has mission to fulfill the customer satisfaction. Sapphire units also planning to increase their production capacity from 5 million to 7 million. At this time sapphire finishing mills has some local orders. But in future Sapphire Finishing mills has a planning to totally concentrate on export.

For this purpose it does not compromise on quality and also complete the orders on time. Marketing manger also manage direct meeting to European countries customers to capture the orders.

::: Business Operation :::

Role of interview in Sapphire Finishing

In Sapphire Finishing there are three main uses of interview.

Selection interview

Exit interview

Appraisal interview

In Sapphire Finishing mills interview is usually preceded by the evaluation of submitted resumes from interested candidates, then selecting a small number of candidates for interviews. When an employee want to leave the job first of all dept. manager take an interview. In this interview manager manage ask the question whit the employee. Why are you leaving the job? If her require fulfilled the company fulfill her requirements. Potential job interview opportunities also include networking events and career fairs. The job interview is considered one of the most useful tools for evaluating potential employees. It also demands significant resources from the employer, yet has been demonstrated to be notoriously unreliable in identifying the optimal person for the job. An interview also allows the candidate to assess the corporate culture and demands of the job.

Types of interview (in Sapphire finishing mills)

1. Structured Interview

In this organization structured interview taken by HR Manager. Every single detail of the interview is decided in advance. The questions to be asked, the order in which the questions will be asked, the time given to each candidate, the information to be collected from each candidate, etc. is all decided in advance. Structured interview is also called Standardized, Patterned, Directed or Guided interview. Structured interviews are preplanned. They are accurate and precise. All the interviews will be uniform (same). Therefore, there will be consistency and minimum bias in structured interviews.

2. Unstructured Interview

In This organization unstructured interview taken by GM for the post of manager engineer and trainee management. Unstructured Interview is not planned in detail. Hence it is also called as Non-Directed interview. The question to be asked, the information to be collected from the candidates, etc. are not decided in advance. These interviews are non-planned and therefore, more flexible. Candidates are more relaxed in such interviews. They are encouraged to express themselves about different subjects, based on their expectations, motivations, background, interests, etc. Here the interviewer can make a better judgment of the candidate's personality, potentials, strengths and weaknesses. However, if the interviewer is not efficient then the discussions will lose direction and the interview will be a waste of time and effort.

3. Group Interview

Here, very rarer chances take place for group interview for selection. But appraisal interview generally take place in group form. The system of group form interview is that, all the candidates or small groups of candidates are interviewed together. The time of the interviewer is saved. A group interview is similar to a group discussion. A topic is given to the group, and they are asked to discuss it. The interviewer carefully watches the candidates. He tries to find out which candidate influences others, who clarifies issues, who summarizes the discussion, who speaks effectively, etc. He tries to judge the behavior of each candidate in a group situation.

4. Exit Interview

When an employee leaves the company, he is interviewed either by his immediate superior or by the manager. In Sapphire Finishing mills after the manager GM also take. This interview is called an exit interview. Exit interview is taken to find out why the employee is leaving the company. Sometimes, the employee may be asked to withdraw his resignation by providing some incentives. Exit interviews are taken to create a good image of the company in the minds of the employees who are leaving the company. They help the company to make proper HRD policies, to create a favorable work environment, to create employee loyalty and to reduce turnover.

5. Depth Interview

In this organization depth interview generally taken by trainee management and trainee engineer employee. These interviews take the GM for performance appraisal. This is a semi-structured interview. The candidate has to give detailed information about his background, special interest, etc. He also has to give detailed information about his subject. Depth interview tries to find out if the candidate is an expert in his subject or not. Here, the interviewer must have a good understanding of human behavior.

6. Stress Interview

In textile field all the production working take place in stress. The purpose of this interview is to find out how the candidate behaves in a stressful situation. That is, whether the candidate gets angry or gets confused or gets frightened or gets nervous or remains cool in a stressful situation. The candidate who keeps his cool in a stressful situation is selected for the stressful job. Here, the interviewer tries to create a stressful situation during the interview. This is done purposely by asking the candidate rapid questions, criticizing his answers, interrupting him repeatedly, etc.

7. Individual Interview:

In this organization these interview special for worker level candidate. It is a verbal and visual interaction between two people, the interviewer and the candidate, for a particular purpose. The purpose of this interview is to match the candidate with the job. It is a two way communication.

8. Informal Interview:

This organization arranges the informal interview for top level post.

Informal interview is an oral interview which can be arranged at any place. Different questions are asked to collect the required information from the candidate. Specific rigid procedure is not followed. It is a friendly interview.

9. Formal Interview:

Formal interview uses for all the purpose. Like selection appraisal and exit. Formal interview is held in a more formal atmosphere. The interviewer asks pre-planned questions. Formal interview is also called planned interview.

10. Panel Interview

In Sapphire Finishing mills panel interview take place for manager and top level post. Panel means a selection committee or interview committee that is appointed for interviewing the candidates. The panel may include three or five members. They ask questions to the candidates about different aspects. They give marks to each candidate. The final decision will be taken by all members collectively by rating the candidates. Panel interview is always better than an interview by one interviewer because in a panel interview, collective judgment is used for selecting suitable candidates

Behavioral Interview:

A typical interview discusses your skills and how they fit with the job at hand. A behavioral interview is aimed at using your previous behavior to indicate your future performance. You’ve probably heard questions such as, "describe a past work experience where you had to use problem-solving, adaptability or leadership. "They are looking for detailed information on how you have dealt with past experiences. Prior to a behavioral interview, review your resume and generate as many stories as possible based on the information in you interview, and of course practice, practice. Keep them short and concise.

Performance appraisal interview:

In Sapphire Finishing mills when the authority check the performance annually they take an interview and at the time of promotion that’s interview called performance appraisal interview.

Conclusion and the difference b/w bookish knowledge and research work.

Here we discuss all the types of interview which it differ or not differ. if yes but why if not differ butt why.

In Sapphire mills all the types of interview taken but her taken style are slightly differ which we read in books.

For the post of manager and engineer:

Structured interview:

In this organization two or three time interview taken. First of all take G.M butt very small. Then HR Manager takes interview. The interview which is taken by HR Manager are structured. In books the same method there are no difference between bookish knowledge and research work.

Conclusion:

In this organization the interview taken very effectively. We all very impressed to see the working style.

Unstructured interview:

There is no difference between research work and bookish knowledge in this organization. Unstructured interview taken by G.M of that organization

Conclusion:

After the researching we feel that, this organization work very effectively.Generly in this organization HR Manager GM call the employee(manager) of other organization for the post of manager if require which is not illegal but ineffective.

Situational interview:

In this organization situational taken by MG. But HR Manager tell us about situational interview.GM give a special situation to candidate of relevant dept and observe her idea and decision which is correct.

Conclusion:

Sapphire mills now days include leading textile industries of Asia. The staff that mills educated and working process is correct.

Behavioral interview:

A series of job related question that focus on how the candidate reacted to actual situation in the3 past but hare behavioral interview taken but not effectively.

Conclusion:

After the researching we feel that behavioral interview taken not effectively.

Job-Related interview:

Job related interview taken by GM but we collect the information with HR Manager so HR Manager tells us that GM ask the question to candidate about relevant dept skills and past experience. We feel no difference b/w research and bookish knowledge.

Conclusion:

Job related interview taken by GM which is very effective

Stress interview:

There are no difference between research work and bookish knowledge. In this organization stress interview take the same as in books. HR Manager asks the question with the candidate. Candidate feels not good and interviewer observes her reaction.

Conclusion:

We feel that stress interview taken by HR Manger very effectively

The difference between research and actual knowledge for the interview of fresh MBA Engineer and Diploma holder:

In this organization some flats for taking the interview of fresh educated candidate which is given below

Through the interview which is taken HR manager observe only some ideas like CONFIDANCE KNOWLEDGE AND THE NAME OF UNIVERSITY WHERE HE COME FROM.

Conclusion about Behavioral Stress panel and situational interview:

In Sapphire Finishing we research and feel after research about heading topic is that,

For the purpose of selection

During the selection interview behavior is very important. But in sapphire finishing mills behavior notice only for the post of manager engineer supervisor marketing officer and trainee management. For worker level behavior is not important in that organization. Stress noticed for all because in textile all the work do in stress condition .Panel interview use for top level post which is good approach. Situational interview taken by GM which is very good approach.

For the purpose of appraisal:

In Sapphire Finishing mills every employee evaluates the performance of her subordinate. In appraisal interview panel interview is not taken. Stress and situational interview are basic interview in appraisal. In textile working in stress condition is very important and that organization stress interview taken which is good point. Situational interview is very interview for decisional post like as manager shift engineer and supervisor’s

Advice to the organization for batter job interview and development:

For selection purpose

If the organization takes a panel interview of fresh MBA and Engineer, the organization selects a more efficient people. These efficient employees increase the production of organization.

In textile generally experience and skills noticed, If the organization select the educated skilled and experience person through interview are more advantage able for the organization than only skilled and experienced candidate.

If the organization take an interview effectively of worker level that are effect positively on organization.

For performance appraisal:

Organization takes only stress and situational interview for performance appraisal. If the organization take interview effectively such as behavioral etc then production of organization increased.

If the organization take performance appraisal interview worker level, these are very effective for the development of organization.

Performance appraisal interview use for purpose. First if organization has a vacancy and takes an interview of employee for promotion. Second employee is promotion able but promotion is impossible. Third employee performance is unsatisfactory. The objective of interview to correct the error. Forth the employee is unsatisfactory and situation is un correctable at that situation HR Manager dismiss the employee for the development of organization

For the purpose of exit interview:

If the organization takes interview for the purpose of to reduce the turnover rate and correct error not for only employee satisfactions effect positively for the development of organization.