The orientation of an interview, whether in a formal or informal exchange, determines the quality of questions and the overall exchange. Remember, all interviews have three qualities – a conversation, a purpose, and a time limit. So, one has to tailor all responses to meet the niceties of ‘conversing,’ addressing the ‘purpose,’ and do it within ‘time.’ Losing focus on any one of these three points would hurt your chances.
Post-interview assessment is done by interviewers taking into account the following factors:
- The setting of the interview, including time, place, and conditions
- Whether the right questions were asked meeting the agenda for the interview
- Were the responses adequate and appropriate in the context of scope, depth, and focus of information?
- Were both questions and responses comprehended properly?
Interviews assign roles to participants and the normal assumption is that one or several persons are ‘in charge’ and ask questions while others respond. In a ‘selection’ or ‘negotiation’ interview, which is principally employment related, the employer is in a dominant position while the applicant is deemed to be in a subordinate role. However, this is only a stereotypical assumption. Highly competent subject experts may actually command a reversal of roles in an employment interview with the applicant being in clear dominance and the employer in a subordinate or a ‘friendly and equal’ position. Again, the nuances of an ‘exit’ or ‘promotional’ interview are quite different and accordingly the candidate has to choose, respond, and establish his/her role in the exchange of information. There is no ‘one size fits all’ or a permanent ‘dominant and subordinate’ role system between employer and employee in all kinds of interviews.
When trying to gain ‘equality’ at the interview table is that interviewers are empathetic and would often offer ‘rescue’ questions to allow you to evade an issue you may be uncomfortable with. Accepting a ‘rescue’ question is okay, but to allow a ‘rescue’ question to remain your way out of discomfiture puts you back to square one. The appropriate response is to accept the ‘rescue’ question graciously, and from that lead to the subject of discomfiture and address it squarely, showing that you do not need the ‘rescue’ though you appreciate the gesture.
Successful and well-mannered moves that remove the ‘dominant-subordinate’ relation and supplant it with a relationship of equality without offending or insulting the interviewers greatly enhances the chances of a candidate and exhibits leadership capabilities. On the other hand, if the attempt to equalize is done without subtlety, you’d be decreasing your chances and be marked as a buffoon. Give thought on this and devise your own strategies for tactics differ upon the instant interview.
Also remember that there are multiple purposes and types of interviews. Generally, the most common labels to the types of interviews we face everyday include: selection interview, exit interview, performance appraisal interview, counseling interview, information interview, negotiation interview, disciplinary interview, diagnostic interview, and career-planning interview. Many of these interviews are ‘one-to-one’ and many are group interviews. Available literature on the internet primarily focuses on ‘selection’ and ‘negotiation’ interviews to the exclusion of all else. But the role-assignment strategy works in all of these to move you to a better position and succeed with your agenda.
Reference:
Ralph S. Hambrick, The Management Skills Builder: Self-Directed Learning Strategies for Career Development (New York: Praeger Publishers, 1991)
