Interview Assignment
Interview Assignment
RE: DECISION FOR HIRING
After a successful supervision of a mock interview, one of the two student interviewees has been selected for the post. This interview sought to determine the skills of the candidates and to evaluate how the skills conform to the duties and responsibilities of a marketing support associate job. The interview evaluated three key aspects including; the listening skills of the candidates, their communication attributes, and non-verbal behavior. As per the required skills and qualifications for this particular post, the selected candidate should portray excellent written, interpersonal and verbal communication skills, commendable presentation abilities, and time management expertise. Other skills required include independence, organizational teamwork, attention to details, pleasant levels of autonomy, and Word Processing and Excel Spread Sheet knowledge.
Although the two students interviewed portrayed exemplary levels of academic ability, one of them had outstanding qualities related to our organizational needs. The selected applicant portrayed several key skills that we deemed essential for this particular type of a job. The student possessed excellent Java programming skills, overall computation abilities, and a good team player. He also portrayed commendable leadership attributes, interaction capabilities, and the ability to study and pay attention to details. He had good communication and listening skills coupled with impressive non-verbal behaviors.
The other student failed the interview due to multiple reasons. Although he possessed the required computing skills, he was not an influential communicator. He was also poor at critical thinking and developing well-sustained arguments. Considering the job position being interviewed, the ability to communicate well is very essential.
Thank you so much for your continued cooperation
Sincerely
Re: DECISION FOR SELECTION AS A MARKETING SUPPORT ASSOCIATE
First, we would like to congratulate you for successfully completing the interview conducted. By lucratively completing this assessment, you proved to be a patient and a potential employee. Additionally, we would like to thank you for the information you provided, which enabled us to gauge you as the best candidate for this position.
The decision to hire you for the position interviewed was as a result of the high level of professionalism you exhibited before the panel. From your dressing and your confidence, it proved that you are the best candidate for the job. Additionally, you portrayed the skills that we needed. Your sharp grasp of the Java computer skills and your ability to work in a team was very essential in arriving at our decision. The excellent listening and communication skills you portrayed also contributed significantly to your success in the interviewing process.
Although most of your conduct during the interview was impressive, we would like you to take note of the following key issue that might be very influential in your career path and future endeavors. It is inappropriate to interrupt other people during a conversation unless precise permission has been issued. For instance, you rudely interrupted a panel member when you were probed on information regarding your past track record. Although you apologized accordingly, it is important to seek for permissions before interrupting.
Thank you so much and congratulations once more
Sincerely]
Reflection and Analysis
How the Readings Influenced How I Wrote the Feedback to the Candidate
The reading of the article Silverman et al. (2005) greatly influenced how I wrote the feedback letter to the client. First, the assessment was aimed at congratulating this candidate for successfully completing the interviewing process. Similarly, the evaluation also sought to create a platform to share the skills that the candidate possess and which are critical to his selection as the best candidate potential for the position. All employees need to receive feedback regarding their progress and performance. Giving feedback is very instrumental in ensuring that the employees understand their major weaknesses as well as their major strengths. By understanding their weaknesses, the employees are in a better position to implement measures that are geared towards ensuring that the weaknesses are eliminated. Through the understanding of their strengths, the candidates are in a better position to understand the areas, which they need to maintain for future improvements (Silverman et al., 2005). Ideally, feedback is important for motivation, career planning, and performance management and personal development. Feedback can be used to initiate behavior change and to gain greater awareness regarding different critical issues surrounding the employee’s tasks and responsibilities.
Feedback determines the extent to which a candidate feels recognized. In the present organizations, especially with increased competition, employees recognize that there is need to develop their skills. They are also recognizing the need for enhancing their skills to match the new job requirements. Additionally, jobs have been attached to critical behavioral changes which must be implanted to the employees. The best way through, which employees may understand their needs regarding skills and development is through the provision of timely and unbiased feedback. However, in some instances, the feedback given may fail to improve performance and behavior due to the characteristic and the purpose of the feedback (Silverman et al., 2005). For instance, a correctional feedback should not seek to condemn but rather to motivate, to provide an avenue for the employee to feel that he or she has the potential to achieve more.
According to Cannon and Witherspoon (2005), the talented and the most successful people largely depend on others for an honest assessment of their work in a bid to determine what to do so as to improve their skills. Without any form of feedback, these people find it hard to figure out the measures that they can put in place to foster improvements. Providing feedback can be very resourceful. However, giving an assessment may be characterized by personal bias and as a result, it can be seen as a process that is most likely to elicit strong emotions. Sometimes, it leads to dissatisfaction and poor relationships between the givers and receivers of the feedback. Therefore, it is very important for human resource managers and employers to initiate measures, which maintain high levels of professionalism while giving the feedback (Cannon & Witherspoon, 2005). It is important especially when giving criticisms or negative feedbacks, which might not be the expectations of the receiver of the feedback. In most instances, people do not perceive themselves accurately. At the same time, individuals may not be correct in evaluating how others view them. In so doing, most people see themselves as being more positive than how others see themselves.
In writing the feedback, therefore, this reading greatly influenced how I outlined my delight and criticisms to the candidate. First, I understood that the candidate may not view me as a perfect person to provide correctional measures concerning his behaviors during the interview. As a result, I had to explain to the candidate that he possessed the required skills. However, I interrupted by noting that there is something extra needed to foster a smooth career development. The intention behind the utilization of this initiative was to ensure that the candidate does not think I was biased towards his flaws but rather to note any areas of improvement for his career development. It would have greatly changed his perception towards me concerning the critics provided in the feedback.
Models
The models provided can apply to feedback concerning hiring decisions and as a result, they were critical in shaping my feedback to the candidate. For instance, the model for enhancing individual change (Hanna’s model) recognizes that there are a couple of variables that determine the effectiveness of the feedback given. Additionally, the model also recognizes that the feedback alone may not be able to produce the change so desired. The presence of some precursors will determine the extent to which changes occur. These precursors may either be the individual precursors or the organizational precursors. Providing the feedback was also useful in raising consciousness of the candidate which is in conformity with the Prochaska’s Transtheoretical Model of Change
When providing the feedback to the candidate, I applied these models. First, I sought to elicit individual precursors by providing awareness of the candidate’s ability and skills. Secondly, I created a sense of necessity by providing the reasons why the improvement is needed. It was done by explicitly explain to the candidate that the improvement was key in enhancing his career development. I also elicited organizational precursors by providing the opportunity for growth to the candidate by providing the interview and explaining the measures to be taken so as to improve his skills.
Criticism of My Interview
I would use the models to guide my acceptance of criticism, which is related to my interviewing skills. Fist, the Prochaska’s transtheoretical model of change, would be critical in raising awareness of any possible areas in my interviewing skills which require improvements. Additionally, Hanna’s model has been instrumental in understanding the need for awareness in development. If criticized my interviewing skills, I would be in a better position to appreciate as this would mean an improvement of my skills.
Reflecting on my Interviewing Skills
According to my knowledge regarding interviews, I think that I was a good interviewer. I conducted the interview in a professional manner. I followed all the basic guidelines required in professional interviews. Specifically, I concentrated on the job requirements and personal skills rather than on personal issues. I was in control of the interview. This is largely attributed to the fact that the interviewees were only allowed to speak when permitted, while answering the questions and in instances where they sought clarifications or to give their comments. My introduction went as planned. I appeared very composed and very confident with the whole process. I did not shy away from any of the interviewees.
There were predetermined standards which were to be used in grading the answers from the candidates. Since most of the answers required to be answered on a scale of 1-5, it made the process of grading, even more, easier. The standards were common for all candidates to avoid any incident of biases.
The aspect of interviewing that I found most difficult was to control the candidates to ensure that they only concentrate on the interview alone. In some instances, the candidates seemed to deviate hence bringing in questions which are out of the interviewing scope. I would make this one easier in the next interviews by introducing a time management technique, where every question would be allocated some specific amount of time. It will ensure that the interviewees do not talk about issues which are outside the scope of the interview.
References
Cannon, M. D., & Witherspoon, R. (2005). Actionable feedback: Unlocking the power of learning and performance improvement. The Academy of Management Executive, 19(2), 120-134.
Silverman, S. B., Pogson, C. E., & Cober, A. B. (2005). When employees at work don't get it: A model for enhancing individual employee change in response to performance feedback. The Academy of Management Executive, 19(2), 135-147.
