The Range Of Interviews

• Establish why the member of staff is leaving
• Aimed at being very open and non-confrontational
• Help business establish any problems that exist, allowing room for improvement

Possible questions asked; 

• What factors have led you to leave?
• What are your views on the management?
• Were you given enough support in your job?
• What did you like most and least about the company?
• What are your views on the way we treat pur staff?
• How can we improve effectiveness?
• Is there any way we could improve the business?

• One to one
• Open questioning techniques
• Highlight strengths and weaknesses of employees
• Used to; Set objectives, manage performance, monitor performance and give rewards
• Informal or formal dependent on type of business

• The most commom form of assessment
• Consists of questions to applicants providing information about attitude to, and knowledge of, the job role.
• Provides applicants to ask questions
• Open questions should be prepares and addressed to all applicants
• Questions should be based on person specification
• It is essential for no discrimination to be issued in the process

Interviewers should know appropriate techniques to use in intervoewong. Key skills are effective questioning, active listening and summarising accurately.

Interviewer must pay careful attention to candidates answwerings by: 

• Maintaining eye contact
• Nodding
• Gesturing
• Keeping open posture
• Summaries of interviewwies answers.

The interview can be of poor method of selection if the people involved in the process are not trained or aware of the pitfalls that may occur and lack of skill to avoid making mistakes. Pitfalls include

• Thinking ahead to next question instead of listening to answers
• Interrupting or answering the question instead of allowing candidate to answer.
• Being selective about what you want to hear.

Some interviews place more importance on negative impressions than on any posstive evidence they encounter during interview - as if they are looking for a reason to dismiss the candidate'

Some come with a set of preconceptions before they even met candidates, forming impressions from CVs, covering letters and application forms.