The most commonly used interviewing techniques are briefly discussed below:

The most commonly used interviewing techniques are briefly discussed below:

i. Patterned Interview:

Patterned interviews are a combination of direct and indirect questioning of the applicant in conjunction with the application blank and are considered to be much more accurate than less standardised interviews.

Mc. Murry designed the patterned interview to measure traits such as (1) Stability, (2) industry, (3) ability to get along with others, (4) self-reliance, (5) Willingness to accept responsibility, (6) freedom from emotional immaturity and (7) motivation.

ii. Non-Directive:

In this interviewing technique there is minimum use of direct question. Questions that can yield ‘Yes’ or ‘no’ answers are avoided, and instead broad general questions such as what did you like about your last job ‘and’ ‘what sort of work interests you most? Such questions help in revealing the applicant’s real personality.

It is felt that the more the applicant is allowed the freedom to talk about himself without the limiting nature of direct questioning, the more he will reveal his personality as is really.

iii. Stress Interview:

Stress interview are deliberate attempts to create pressure to observe how an applicant performs under stress. The most important advantage of the stress interview is that it helps to demonstrate important personality, characteristics which would be difficult to observe in tension free situations. Such interviews are useful in jobs where emotional balance is a key requirement.

iv. Group Interview:

The group interview is a recently developed technique. It offers some promise for the appraisal of leadership but it lacks the proper validity. Several job applicants are placed in a ‘Leaderless’ discussion is assigned to the group of applicants.

Then the observers ‘main focus is to see whether anyone of the applicants assumes leadership, how this is done, and how it is accepted by other members of the group. However, this interviewing technique needs further research in making it a useful instrument of managerial level selection.