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Types of questions for interview

? Open-ended questions
? Hypothetical questions
? Probing questions
? Close-ended questions
? How to relate the questioning techniques to interview stages
? Questioning techniques to avoid

? open-ended questions require full, multiple-word responses. The answers
generally lend themselves to discussion and result in information upon which the
interviewer can build additional questions
? Open-ended questions encourage applicants to talk, thereby allowing the
interviewer an opportunity to actively listen to responses, assess verbal
communication skills, and observe the applicant’s pattern of nonverbal
communication

? Hypothetical questions are based on anticipated or known job-related tasks for the
available opening. The questions are phrased in the form of problems and
presented to the applicant for solutions. The questions are generally introduced
with words and phrases such as:
? ‘‘What would you do if . . .?’’ ‘
? ‘How would you handle . . .?’’ ‘‘
? How would you solve . . .?’’ ‘
? ‘In the event that . . .’’

? Hypothetical questions allow for the evaluation of reasoning abilities, thought
processes, values, attitudes, creativity, work style, and one’s approach to different
tasks
? applicants can offer responses based only on their previous experiences

? These are questions that let interviewers delve more deeply for additional
information they are usually short and simply worded

? Rational probes
request reasons, using short questions such as: ‘‘Why?’’ ‘‘How?’’ ‘‘When?’’ ‘‘How
often?’’ and ‘‘Who?’’
? Clari?er probes
Are used to qualify or expand up on information provided in a previous response,
using questions such as: ‘‘What caused that to happen?’’ ‘‘Who else was involved in
that decision?’’ ‘‘What happened next?’’ and ‘‘What were the circumstances that
resulted in that happening?’’
? Veri?er probes
check out the honesty of a statement. For example: ‘‘You state on your resume that
you currently work closely with the of?cers from your customers’ ?rms; please tell
me exactly what you have done for them

? RATIONAL PROBING
‘What kind of people do you ?nd it dif?cult/easy to work with? Why?’’
‘‘What is the greatest accomplishment of your career to date? Why?’’
? Clari?er Probing
‘‘Who or what has in?uenced you with regard to your career goals? In what way?’’
‘‘You said earlier that your team failed to meet the last deadline. What do you
believe caused that to happen?’’
? Veri?er Probing
‘How would your former employees describe your management style?’’

? These are questions that may be answered with a single word—generally yes or
no. Close-ended questions can be helpful in a number of ways: They give the
interviewer greater control; put certain applicants at ease; are useful when
seeking clari?cation; are helpful when you need to verify information; and usually
result in concise responses

? ‘‘How often do you travel in your current job?
? ‘Are you aware that the starting salary for this job is $975 per week?
? Based on what you have told me so far, can I assume that you prefer working
independently rather than as part of a team?

? Rapport-Building Stage
This stage, sets the tone for the rest of the meeting. The purpose is to put
applicants at ease, thereby encouraging them to communicate openly and allowing
you to determine job suitability. Close-ended questions that are casual in nature
and focus on non-job-related topics will accomplish this goal.
Did you have any trouble getting here?
Were you able to ?nd parking nearby?
How was the traf?c getting here?

? THIS is intended to accomplish two key objectives: to help still-nervous applicants
feel at ease and To allow the interviewer to start assessing their job suitability.
These objective are best accomplished by posing two to three open-ended
questions Introductory questions should be about topics familiar to the applicant
so as not to create undue pressure
? ‘Can you give me an overview of your past experiences with bene?ts
administration?
? ‘Why don’t we begin with your current job. Would you describe your involvement
in the day-to-day operation of your department

? ,this is the most substantive segment of the interview. Here, the interviewer
gathers all relevant information about the applicant based on the four categories
of tangible skills, knowledge, behavior, and interpersonal skills, examining them
in relation to the requirements and responsibilities of the job
? This stage represents 85 percent of the interview, with as much as 65 percent of it
devoted to competency-based questions. That leaves about 20 percent of the time
to be divided between four other types of questions: close-ended, open-ended,
probing, and hypothetical.

? This the ‘‘last chance’’ stage of the interview. At this point the interviewer needs to
make sure she’s covered all relevant competencies needed to make a screening or
hiring decision, and the applicant has one last opportunity to sell himself. Closing
represents 5 percent of the interview, and should be devoted to competency-based
questions such as:
? ‘What more can you tell me about your work with employee assistance programs
to help me understand your experience in this are

? ‘‘What is your greatest strength?’’ the applicant could reply, ‘‘I excel at problem
solving.’’ Good question; good answer, right? Not really. What have your learned
about the applicant? Absolutely nothing. If you want to know about a person’s
strengths
? try the two-pronged approach: Ask theopen-ended trait question ?rst:‘‘What
isyour greateststrength?’’ Then follow up with the competency-based question:
‘‘Give me an example of how you’ve used your greatest strength at your current
job.’’

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Types of questions for interview

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