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<br />Errors to Avoid in Conducting the Interview <br /> <br />"The best predictor of future behavior is past behavior in similar circumstances." This should <br />be the guiding principle of any good interview. Standardized interviews asking questions about <br />candidates' past behavior relevant to specific performance dimensions are likely to elicit the <br />most useful information. However, this information is apt to be confounded when the <br />interviewer commits one of the following errors: <br /> <br />1. Asking Leading Questions: <br /> <br />. "I'll bet you had to canifUlly analyze all the options bifore making that decision, didn't you?" <br /> <br />. "You must have had to put in a lot if extra hours to get everything done on time, huh? <br />These questions tell candidates what they should have done and are higWy prone to falsified <br />responses. You can avoid this problem by rephrasing the questions slightly: <br /> <br />. "What factors did you consider bifore reaching that decision?" <br /> <br />. "What did you do to handle the situation?" <br /> <br />2. Asking Closed-ended Questions: <br /> <br /> <br />. "Did you do a lot if planning?" <br /> <br /> <br />. "Did you do anything to check on the success if your solution? <br /> <br />These questions elicit yes or no answers. Not only are they susceptible to falsification, but <br />they also provide no behavioral data. Again, slight modification solves the problem: <br /> <br />. "What planning did you do?" <br /> <br />. "What did you do to check on the success if your solution?" <br /> <br />3. Asking Threatening Questions: <br />. "Why didn't you do anything t? help the person?" <br />. "Why didn't you just put in some overtime?" <br /> <br />These questions affix blame onto the candidate and imply that he or she did the wrong <br />thing. Such questions are likely to put candidates on the defensive, and may inhibit their <br />responses during the rest of the interview. <br /> <br />10 <br />