Appearance should conform to the expectations of the interviewer

Other principles concerning questioning
during an employment interview include:
1. Give the applicant adequate time to answer questions; do not pressure her unduly.

2. A void questions answerable by yes or no-they provide too little information.

3. A void trick questions unless they are absolutely necessary.

4. A void questions which might violate legislation concerning fair employment practices, such as What is your religion?

5. Allow the interviewee to ask questions.Closing. When ending the interview, either we will be
able to make the decision concerning whether the applicant is hired or we will not. IT we have the power to hire on the spot, and we have reached a decision concerning the candidate, that decision should be carried out: we should either offer the position or terminate consideration. Too often interviewers are reluctant to do the latter and instead use the old line, We'll call you. By keeping the candidate in suspense and perhaps giving her false hope, this procedure can only disappoint her and perhaps engender hostility toward our organization. If we do not have the power to make a decision on the spot, we should explain the situation as truthfully as possible, in such situations we should ,have prepared a standard explanation of the follow-'up procedure to give the candidate, and we should close as neun'ally as possible to avoid giving false impressions. Whatever the ultimate decision concerning a candidate, the letter sent her should be personalized and as pleasant as possible. We still want to maintain her goodwill toward the organization, and some day a position may open for which she is the best candidate available.
such matters, and they will ask us questions designed to detelmine the kinds of decisions we have reached.

First impression at the actual interview are crucial. Research summarized by Wright (1969) demonstrates that interviewers form impressions of the applicant very early in the interview and that those impressions typically determine the ultimate decisions. It is important, then that we be punctual, polite, pleasant, and appropriate in appearance. While we might argue that people ought not to be judged by appearance, the evidence we presented in our discussion of non-verbal communication demonstrates that judgments are l1).ade on precisely that basis. For practical reasons, then, appearance should conform to the expectations of the interviewer. This is not to say that you should sell out by sacrificing YO.ur values to conform to those of the organization; if you do not like the organization's requirements, you should apply somewhere else. If you do decide you want to become part of that organization, you should expect to conform to some of their expectations.