SAR Interview Trio: Situation, Action, and Resolution

Dr. Sharon L. Bender

October, 1995 - June, 2007

Background

SAR Interview Trio (situation, action, resolution) resulted from a host of educational and training experiences. For instance, I took a seminar in 1995 titled, "Enhancing Your Interviewing Skills." We discussed interviewing techniques during a career development program that I attended in 1996. Its creation is also credited to my learning in a course I took while earning the BA in 1996 called, “Interviewing" in which I learned about STAR (situation, task, action, results). SAR is an adaptation of the STAR model as supported by my other experiences.

1995 Seminar

I also took an AlliedSignal sponsored BE THE BEST communication seminar called, "Enhancing your Interviewing Skills" in 1995.

1996 Course

SAR is not new. Many people use this acronym in triangulating these four elements. However, SAR Interview Trio applies "resolution" rather than "results" and for good reason. SAR Interview Trio doesn't just produce results, it produces resolution. Resolution is a typical term in the performance improvement field. The purpose is to address not just the outcome, but rather the significance of the solution. That is not all. In SAR Interview Trio you can discuss a past experience, but this device is particularly useful in discussing a hypothetical case related to the party involved in the interview process. You can discuss a measurable situation, followed by an observable action, followed by an imaginable resolution.

Once you are fully informed about the needs of the interviewee, you are able to conceive a situation that you might resolve. SAR Interview Trio is a tool that can guide this process.

In my 1996 course paper I described a number of interview types that have been contributory to my development of the SAR Interview Trio. As a result of my experiences and independent study, I have acquired an understanding of the theory, principles, and practical skills essential to the interview process, contributing to my development of this new interview device. During the course I did quite a bit of independent study. I found a similar construct put out by Indiana State University, called "CAR" (circumstance, actions, results), stating, "Behavioral-based interviewing focuses on experiences, behaviors, knowledge, skills, and abilities that are job related. It is premised on the belief that past behavior and performance predicts future behavior and performance. The CAR model of interview preparation provides you with a systematic way to practice and become familiar with behavioral-based interviewing."

Below is a guide to using the CAR system of interviewing:

Interview Styles

Interview styles include the friendly, structured, news, stress, and performance approaches. The “friendly” and “structured” interview styles ask questions concerning situations. An example is, “Briefly tell me about your life experiences.” These may also be to inquire about particular actions that were taken. A “news” interview also asks situational questions, focusing on the individual. A “stress” interview concentrates on actions. Scenario questions are used to assess how well a candidate responds to the unexpected and if he or she can develop an appropriate plan of action quickly. A “performance” interview would concentrate on results. This anatomy of the interview style related to SAR Interview Trio can be broken down as follows:

From this organization it would appear that low keyed interviews concentrate on the individual, asking situation oriented questions. The more stressful, performance oriented interviews concentrate on action oriented and results oriented questions. To use SAR Interview Trio, it may be helpful to understand the tenets of interviewing.

Principles of Interviewing

Interviewing is a communication activity in which organizations and individuals participate. In business, interviews are conducted for employment purposes, to get information, and to give information. There is an interview to gain employment, a periodic evaluation interview, and an exit interview. Interviews may be conducted to learn workers attitudes, working conditions, managerial effectiveness, and worker goals and plans.

Generally, interviews consist of two people - the interviewer and the interviewee. Specific guidelines exist for both. 

The main objectives of the interview process is to:

·         make a positive impression

·         communicate professionally

·         answer questions using specific behavioral examples

·         ask appropriate questions

·         close on a positive note

Tips for a successful interview includes:

·         review the job description/specifications

·         communicate positively and professionally (verbal and written)

·         support your current or previous boss

·         learn about the “big picture”

·         add value

·         dress for the position

·         be politically correct/honest

·         focus on specifics

·         prepare questions

·         say so if you don’t know the answer

·         send a thank you note/letter immediately

The Job Interview

The essence of the job search is to get interviews; to persuade the interviewer that you can meet the organization’s business needs and fit comfortably into the work environment.  Competence, track record, and accomplishments establish this; and must be conveyed at the interview.

In the initial job search, you may meet with an executive search firm, an employment agency, or other outside party (third-party screeners). The informational meeting is likely to be the first interview of the job campaign. This meeting provides the opportunity to gather pertinent information about the target company. The informational meeting can give you a chance to practice interviewing skills. This type of meeting is often held with Personnel or Human Resources representatives, placement directors, employment mangers, or recruiters (inside screeners). Bypassing the screeners may be difficult and risky if they control the door to a position; they can exclude you from consideration.

Finally, the interview with the decision maker arrives. If you have done well with the previous screeners, you will have some positive momentum when you meet the decision maker because favorable evaluations will precede you.

It is increasingly popular for organizations to conduct interviews before a group or panel of interviewers, at once or successively. The purpose is to pool opinions about the candidate and to narrow the field of applicants.  Sequential interviews are also popular. 

Types of Interviews

There are significant differences among interviews with screeners. Objectives differ; knowledge of interviewing techniques differ; and interview structures differ.

The Interview Process

Interviews may be handled in many ways. Some interviewers like to conduct what they call a “stress interview.” The most acceptable interview style is the “friendly” interview. It follows the following steps:

1.       Introduction

2.       Making small talk

3.       Questioning

4.       Describing the job to the applicant

5.       Answering questions

6.       Ending the interview

7.       Evaluation and selection

It is important for you to practice your interviewing skills leading up to the actual interview. Interviewing presents unexpected turns and twists and the interviewee must be prepared for anything. The best remedies are preparation and positive mind set.  There are several training steps that can sharpen your interaction skills:

·         Assess your skills, accomplishments, values, communication style, and research data

·         Study the process and practice answering questions and responding to a situation

·         Observe others interviewing process (video/audio tape, etc.)

·         Practice role-playing or tape yourself for adjustment feedback

Preparation:

·         How you would briefly tell your life story, your work experience, and your current situation

·         Which accomplishments, skills, and strengths your want to highlight

·         How will you answer the toughest, anticipated questions

·         Sort through the research data for the best information to use

In preparation for the interview, it is eminently helpful to have researched the organization. This information helps guide the interview. You can ask questions based on the information you obtained.  Some information to obtain before the interview is:

·         address, telephone number of the company headquarters

·         other locations, branches, divisions

·         nature of the business

·         products, services, etc.

·         names of corporate officers

·         size of staff

·         stock exchange

·         financial information: sales, profitability, efficiency, etc.

·         competitive strength, rank of company in industry

·         biographical information about the officers

·         history of the company

·         potentially critical problems

·         new developments:  products, services, facilities, methods, mergers, acquisitions, etc.

Points of interest and concern are:

·         personal fit

·         corporate culture

·         affirmative action programs

·         opportunities for minorities

·         staff turnover

·         attitude of employees toward company

·         morale in the office, department, division, company as a whole

·         corporate climate

Literature the company supplies to applicants or placement offices sometimes will answer questions in these areas:

·         promotion from within

·         benefits

·         opportunities to further education

·         support for career progress

Other questions are often answered in interviews:

·         communications within the organization

·         organizational chart

·         career paths for specific hiring situations

One question that is usually answered toward the end of the interviewing process:

·         compensation for the specific position under discussion

Every interviewer has a preferred communication style.  There are clues in the interviewer’s opening questions that will often determine how the interview will go.  Specific characteristics identify the interviewers style, which allow you to modify your own style.

Source: DBM 1991

The Unstructured Interview

The unstructured interview is a non-directed interview.  It is casual and geared toward more openness on the part of the candidate.  The interviewer usually outlines the agenda of the meeting; shows interested and empathy toward the candidate; and will begin the interview with general, non-threatening questions.

The traditional unstructured or informal interview, which has no fixed question format or systematic scoring procedure, has been criticized because:

·         It is highly susceptible to distortion and bias.

·         It is highly susceptible to legal attack.

·         It is usually indefensible if legally contested.

·         It may have apparent validity, but no real validity.

·         It is rarely totally job-related and may incorporate personal items that infringe on privacy.

·         It is the most flexible selection technique, thereby being highly inconsistent.

·         There is a tendency for the interviewer to look for qualities he or she prefers, and then to justify the hiring decision based on these qualities.

·         Often the interviewer does not hear about the selection mistakes.

·         There is an unsubstantiated confidence in the traditional interview.

Structured Interview

Structured interviews are the recommended alternative to traditional unstructured or informal interviews.  A structured interview is defined as a series of job-related questions with standardized answers that are consistently applied across all interviews for a particular job.  Structured interviews are constructed, conducted, and scored by a committee of three to six members to try to eliminate individual bias.  The structured format and scoring of structured interviews eliminate the weaknesses inherent in unstructured interviews.  Four types of questions are typically found in structured interviews: 

1.       situational

2.       job knowledge

3.       job sample simulation

4.       worker requirements

The structured interview is conducted according to a predetermined order.  It is carefully designed to elicit maximum data from the candidate with a minimum number of interviewer questions.  The structure will usually follow the example below:

·         Greetings/small talk

·         Introduction

·         Work experience

·         Education

·         Activities and interests

·         Summary of strengths and weaknesses

·         Description of position; candidate questions

·         Close

The trained interviewer conducting a structured interview will be likely to do the following:

·         Ask open-ended questions and focus on past behavior

·         Encourage the candidate to talk 70 - 80 percent of the time

·         Give