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« Previous: Appendix F - Competency-Focused Structured Interviews (Information Outline and Process Protocol)
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Suggested Citation:"Appendix G - Typology of Structured Interviews." National Academies of Sciences, Engineering, and Medicine. 2011. Practical Resources for Recruiting Minorities for Chief Executive Officers at Public Transportation Agencies. Washington, DC: The National Academies Press. doi: 10.17226/13324.
Page 35

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35 The job interview is generally for predicting how the candi- date will perform on the job. You will always have a first impres- sion. Because it is based on little information, it is rarely valid for predicting job performance. However, pay attention to what it is, note it, and forget it until the discussion later. When interviewers make quick judgments, the rest of the interview is spent trying to confirm them, not keeping open to learning more. Answering each main question should take nearly 5 minutes. The interviewer should use only about 10% of the total talk time. Behavioral Interview Questions These focus on past behavior. Based on your question, you want the candidate to describe the situation, specifically what they did, and what the results were. Why use behavioral interview questions? • The best predictor of future behavior (performance) is past behavior (performance) in similar situations, • Recent or frequent/longstanding behaviors are more rele- vant, and • Verifiable behaviors are more likely to be accurate. Situational Interview Questions These focus on intended behavior. Based on the question, the interviewer wants the candidate to describe what they would do in the future. Why use situational interview questions? • The interviewer can ask questions outside of the candi- date’s experience and • Interviewer can more directly control probes. Performance Interview Questions These questions focus on current behavior. Based on your question, you want candidates to perform the task in real time, for you to observe. Why use performance interview questions? • The candidate must demonstrate the behaviors/compe- tency and • The interviewer can witness the behavior and have control over prompts. A P P E N D I X G Typology of Structured Interviews

Next: Appendix H - Sample Interview Templates »
Practical Resources for Recruiting Minorities for Chief Executive Officers at Public Transportation Agencies Get This Book
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TRB's Transit Cooperative Research Program (TCRP) Report 148: Practical Resources for Recruiting Minorities for Chief Executive Officers at Public Transportation Agencies provides strategies to recruit minorities for chief executive officer (CEO) positions and offers resources to assist governing boards of public transportation agencies in the recruitment of minority CEOs.

The report also assesses the transit industry's recruitment processes for CEOs and provides a case for diversity that documents the benefits of minorities in public transportation leadership positions.

The report also describes strategies for retaining CEOs at public transportation agencies.

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