Interviews and interviews in organizations



Interviews / interviews within an organization can be applied to a number of processes:


  • Analysis and description of positions and roles;
  • Business climate analysis;
  • Personnel selection (internal and external);
  • Performance evaluation;
  • Potential assessment;
  • Ecc.


In an interview / interview, the actors (interviewee and interviewer) share objectives, have defined roles, share a context, act in an asymmetrical relationship and move between aspects of content and relationship.

From a business point of view, it is important to share the reasons and objectives that you want to achieve with the interviews / interviews in such a way as to have a collaborative attitude.


The main differences between Interview and Colloquium (an academic conference or seminar):



  • Extrinsic motivation
  • Focus on what
  • Structuring
  • Information gathering priority
  • Pay attention to the content
  • Conductor as objective as possible
  • The setting is not particularly important
  • Directivity: the conductor is always identified as the one who directs the process



  • Intrinsic motivation
  • Centering on the how
  • Non-structuring
  • Centered on the relationship
  • Attention to the person
  • “Subjectivity” of the tenant
  • It takes place in a specific setting (time, place, shared objectives)
  • Non-directivity: the leader assumes the role of facilitator


Classification of interviews / interviews on the basis of structuring:

By structuring we mean the form of the outline, the outline of the topics to be discussed, their articulation and the level of detail to be achieved.


Structured:  the questions are pre-established in form and content (there is full correspondence with the form of the interview);


Semi-structured: the content is pre-established but not the form (it is used in most of the selection interviews);


Unstructured: both the form and the content are not pre-established and may vary from subject to subject (it is used in selection interviews).


Elements for a “good” interview

A well-organized interview is distinguished by the balanced presence of open and closed questions. In general, closed questions are used only in the initial phase of the interview to enter the setting.

It is also possible to use facilitation techniques that allow the interviewee to support communication: for example, listen carefully, nod, use short sentences (tell me, continue, etc.)

Other elements:

Use of clarification techniques: explore the unclear and contradictory elements through the presence of brief questions, which follow a logic and which do not lead to an expected answer.


Usually an interviews has this development:


  1. Introduction in which the reason for the interview is specified;
  2. Warm-up phase in which simple and non-central questions are asked;
  3. Main section in which the questions follow a logical sequence with the most challenging ones posed in the final phase;
  4. Closing in which the interviewee (candidate) is invited to add other news and ask questions in turn.


Probing questions Probing


The causes can be various: the interviewee may not have understood the interviews question or does not have the information to answer in an exhaustive way or the question is asked in an unclear way; the interviewee does not want to answer because he thinks the interviewer does not understand / is listening or because he considers the question irrelevant and refuses to answer.


Errors of evaluation

  • Stereotypes: the interviewer has some stereotypes about the ideal interviewee against which he compares the candidates examined;
  • Primary-recency: the interviewer is more influenced by the information that emerges either at the beginning or at the end of the interview;
  • Contrast: ratings are influenced by previous candidates;
  • Equality: candidates with backgrounds, attitudes, personalities similar to those of the interviewer are positively evaluated;
  • Negative information: very strong weight is given to negative information compared to positive information;
  • Alone: ​​the judgment on a specific aspect influences the judgments on other aspects of the candidate and the overall judgments.

The interview leader’s profile The interview

Leader (the recruiter) must have the following characteristics:


  • Knowledge and methodological competence on interview / interview techniques;
  • Skills on the contents of the interview;
  • Knowledge of the organizational context;
  • Intrinsic motivation;
  • Predisposition to social relationships;
  • Good communication skills;
  • Listening skills;
  • Ability to maintain an attitude of neutrality.


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