Types of Job Interviews, Questions, Appearance and Strategic Tips Abstract

JOB INTERVIEWS, QUESTIONS, APPEARANCE AND STRATEGIC TIPS 10

Typesof Job Interviews, Questions, Appearance and Strategic Tips

Abstract

Jobinterviews mainly test eligible candidates’ skills, knowledge, andpersonal characters. This implies that interviewing panels chooseappropriate candidates for given jobs after closely analyzing thephysical appearance, verbal communication, and qualifications listedin the academic certificates. If applicants lack any of thefore-listed characteristics, their probability of qualifying forcertain positions reduces significantly. For example, students withexcellent academic performance, but poor communication skills havelower chances of getting a marketing job than another applicant withsuperb academic performance and fluent communication skills. Severalcandidates enhance their chances of qualifying for given jobs throughdevising strategic impression management tips. For example, they canwear classy clothes that portray them as high-class persons. Theyalso conduct research regarding the current affairs. The interviewingcouncils often ask the candidates questions associated with thetrendy events as a way of testing their level of knowledge on keyissues happening in the society. For instance, the interviewers mayinquire from a candidate a question such as, “Which continent ishaving an Ebola outbreak?” Interviewees that are informed about theepidemic have higher chances of qualifying for the job than theircolleagues who are not informed. Interviewers’ use their generalknowledge questions in testing commitment level of prospectiveapplicants.

Typesof Job Interviews, Questions, Appearance And Strategic Tips

Thefirst impression is a lasting impression. Eligible candidatesintending to venture into formal employment should be prepared toattend job interviews. The interviewers judge the candidatesintelligence and talents by asking them questions. For example, thevetting panels may request prospective human resource managers toexplain how they can improve staff performance in an organization. Onthe same note, interviewers can judge the suitability of candidatesby their appearance. For example, healthy looking and fit aspirantsportray images of self-responsible persons. The interviewsauthenticate the quality of academic certificates such diploma,degree, and recommendation letters from previous employers. A sharpappearance enhances the candidates’ probability of succeeding ininterviews (Beesley, 2013, p. 1). For example, candidates dressed indirty and oversize clothes that are color crashing have lower chancesof qualifying for jobs than other applicants wearing fitting andclean clothes with matching colors. The recruiters judge prospectiveemployees’ dedication and suitability to the job by theirappearance, ability to answer questions, and the general knowledgeregarding current affairs. The potential candidates should be wellprepared for job interviews and questions because they are one-timeopportunities for creating, maintaining, and protecting a positiveimage in front of a recruiting panel.

Accordingto the Societyfor Industrial and Organizational Psychology,job interviews are mainly structured or unstructured. The structuredtests are composed of questions and answers that interviewees aresupposed to choose the best option. For example, the interviewers canask aspiring employees, “What is the official language in theUnited States?” Below the question, the interviewees would thenrequire choosing an answer from the options available, “(a) French,(b) Spanish (c) English” (U.S. Office of Personnel Management,2014, p. 1). The main benefit of structured interviews is analyzingcandidates’ capability to incorporate their knowledge in givencontexts. In addition, the interviews are efficient in determining individuals’ flexibility with some concepts. Interviewers canexplore several areas and grade a candidate easily because theanswers are predetermined (Types of test item formats, 2014, p. 1).On the other hand, unstructured interviews are mainly composed ofessay questions. Interviewees are provided with questions that theyare supposed to develop independent answers concerning the issues.For example, the interviewers can ask candidates to describe theirthoughts toward the American economy in the next five years. Theintention of unstructured tests is determining interviewees’ability to formulate and articulate issues in current affairs.Aneesya and Avnish (2012, p. 351), argue that impression managementenhances career success. Candidates can use the opportunity increating conspicuous images through answering questions precisely.For example, candidates can convince the interviewers that they areproficient in given professions by describing the American economyusing theories, recent trends, and professional reports in the field.For example, a candidate can report on inflation rate and futureexpectations based on present data. Excellent impression improvesperformance ratings and likability, which is necessary to improve theprobability of a vetting panel to hire a potential candidate (Aneesya&amp Avnish, 2012, p. 352).

Questionsare a standard gauge for determining humans’ knowledge. Higgins etal. (2003, p. 93) contend that using impression management in theworkplace is impossible because individuals require maintainingoutstanding performance over a long time. For example, salesrepresentative are supposed to keep smiling at customers, talkpolitely, and maintain composure even when dealing with abusiveclients. The mood of normal human beings vary over time thereby,making it difficult to maintain constant images. However,interviewees can maximize impression management through givinginformed answers to portray their vast knowledge on given subjects.Vetting panels make judgment depending on the brief moment theyinteract with job aspirants (Higgins et al., 2003, p. 94). Besides,the interview processes happen only once. Candidates can influencethe interviewers to rate them positively through answering questionswith composure, confidence and thoroughness that confirms a personunderstands a topic. For example, applicants that can expressthemselves with simple, but accurate language have better chances ofqualifying for the jobs than their colleagues that stammer or giveincomplete answers that force the recruiters to ask further questionsto clarify some issues (Bolino et al., 2014, p. 5).

Proostet al. (2010, p. 2155), the appearance of candidates is adequate tocommunicate the nature potential applicants even prior to verbalspeech. The authors further assert that humans strive to convey apositive image during interpersonal interactions usingimpression-management (IM) behaviors. For example, body movementsexpress personality traits and interpersonal relations such asopenness, confidence, and submissiveness. For instance, crisscrossinglegs, clasping hands in front of the body, closing arms around theabdomen or chest portrays closed posture. The posture creates animpression of hostility, detachment, and disinterest that may beundesirable for some professions, which require high concentrationsuch as machine operation. In many cases, potential employees shouldadopt open posture appearance that communicates positive and friendlyattitude. The appearance is characterized by individuals spreadingtheir feet wide and raising the head straight, and maintain eyesightcontact with the audience (Rugsaken, 2006, p.1).

Theother strategic tips for impression management include usingself-promotion techniques such as providing lengthy details ofaccomplishments, plans, and personal strengths that would enhanceproductivity of the organization (Proost et al., 2010, p. 2156).Candidates should plan key issues that they want to share with theinterviewers in advance. This would allow them to explain theirskills, achievement, and in a comprehensive approach. For instance,they can decide to follow the chronology of jobs and academiccertificates they have accumulated over time. On the other hand,interviewees can achieve ingratiation through decent dressing, usingcourteous language, and following normal procedures. For example,candidates should always arrive on time for an interview. This showsrespect for established procedures while simple cues such as saying‘thank you’ after presentation portray aspirants’ courtesylevel (Proost et al., 2010, p. 2158).

Inconclusion, aspiring employees should be well prepared for jobinterviews and questions because they are one-time chances forcreating, maintaining, and protecting the positive image they createin front of the recruiting panel. The job interviews are eitherstructured or unstructured. The precision of answering questionsduring an interview is significant because it gives the recruitingcouncil a lasting impression of certain candidates. Prospective jobseekers should adopt open postures when attending interviews insteadof closed posture. The open posture portrays candidates in a positiveperspective such as friendliness and open to negotiation. Theapplicants also achieve impression management by using strategic tipssuch as decent dressing (wearing appropriate clothes), arriving ontime, and using courteous language such as saying ‘thank you’after presentation. Besides, candidates give details of theirprevious jobs as a way of attracting the recruiter’s attention.

Outline

Thesis

Thepotential candidates should be well prepared for job interviews andquestions because they are one-time opportunities for creating,maintaining, and protecting a positive image in front of a recruitingpanel.

A.Introduction

1.Significance of interviews

2.Thesis

B.Types of interviews

1. Structured

2. Unstructured

C.Value of questions in interviews

1.Attaining impression-management (IM) through interview questions

2.IM tactics

D.communicating a positive image

1. Choosing physical appearance

2.Self-promotion and ingratiation

E. Strategic tips for impression management

1.Describing achievements

2. Chronological and well-planned speech

G.Conclusion

References

Bolino,M, Klotz, A. C., &amp Daniels, D. (2014). The impact of impressionmanagement over time. Journalof Managerial Psychology,29(3)

Higgins,C. A., Judge, T.A., &amp Ferris, G. R. (2003). Influence tactics andwork outcomes: a meta-analysis. Journalof Organizational Behavior 24,89–106

Typesof test item formats. (2014). Societyfor Industrial and Organizational Psychology.Web. Retrieved on August 28, 2014 fromhttp://www.siop.org/workplace/employment%20testing/testformats.aspx

U.S.Office of Personnel Management, (2014). StructuredInterviews.Personnel Selection and selection resource center. Web. Retrieved onAugust 28, 2014 fromhttp://apps.opm.gov/adt/Content.aspx?page=3-11&ampAspxAutoDetectCookieSupport=1&ampJScript=1

Aneesya,S. &amp Avnish, S. (2012), Impression management works in careersuccess!: Myth or reality? InternationalJournal of Research in Social Sciences,2 (3), 350-369.

Proost,K. , Witte, K., Schreurs, B. &amp Derous, E. (2010). Ingratiationand Self-Promotion in the Selection Interview: The Effects of UsingSingle Tactics or a Combination of Tactics on Interviewer Judgments.Journalof Applied Social Psychology,40 (9). 2155–2169.

Beesley,C. (2013). 4 Tips for Hiring Your First Employee in 2013. TheU.S Small Business Administration.Web. Retrieved on August 28, 2014 fromhttp://www.sba.gov/blogs/4-tips-hiring-your-first-employee-2013

Rugsaken,K. (2006). Body speaks: Body language around the world. Retrievedfrom NACADAClearinghouse of Academic Advising Resources.Website, retrieved on august 28, 2014 fromhttp://www.nacada.ksu.edu/Resources/Clearinghouse/View-Articles/body-speaks.aspx