Interviewing

Bona fide occupational qualification

Qualifiers: “perhaps” and “maybe” Meaningless slang: “you know” & “know what I mean” Nonfluencies: “ummm” or “uhhh” Vagueness: “and stuff like that” & “and that sort of thing”

Interviewer expresses judgmental feelings about an answer that may bias or skew the next response

Past Experiences – especially in behavioral based interviews Critical Incidents – actual incident occurring/occurred Hypothetical Situations – what if? A Case Approach – carefully crafted situation, make take hours to resolve

Nationality
marital status
race
religion
disability
health
pregnancy

Civil Rights Act (1866): all persons have same contractual rights as “white citizens”; 1^st law that prohibited discrimination

Equal Pay Act (1963): same pay for the same work, based on sex

Equal Employment Opportunity Act (1972): EEOC has the authority to bring lawsuits

Headings
objectives
leads
descriptions

If/then opener – this introduces you as a problem solver

states that you are interested in work and shows that you have solid credentials

open with a long-standing strength by giving examples drawn from years ago

For positions that value go-getters, must know exact numbers

offered by someone familiar to the recipient, or someone with a weighty job title

Referring to a news story being the reason why you are applying and using that story to explain why you are the best candidate

pretending you’ve already got the job; can be off-putting to some people, but it works well for sales and leadership positions that require you to project confidence

- Answer without objection - Seek explanation - Redirection - Refusal - Withdrawal

A performance review that focuses on coaching by starting with positive behavior a manager wants the employee to maintain and then moving to behaviors that need to be corrected

when an interviewer gives favorable ratings to all job duties when an interviewee excels in only one

when an interviewer gives negative ratings to all facets of performance because of a particular trait the interviewer dislikes in others

Enables organizational members to receive feedback on their performance, usually anonymously, from all major constituents they serve; goal is to provide objective, behavior-based feedback with suggestions where necessary for improvement

Compensation, measurement, and performance are tied to coaching and improved performance