Why should an interviewer ordinarily refrain from giving advice to the interviewee?
What will be an ideal response?
Care should be exercised in this type of consultation to avoid providing a crutch to the employee who makes a feeble attempt (or even none) to solve what to him seems a dilemma that perplexes him. In this situation, the interviewer should avoid solving the employee's problem but should assist him in considering its ramifications and possible solutions by focusing his attention on things that might have been overlooked. No supervisor can afford to deprive a subordinate of the opportunity to engage in self-analysis and direction, nor can he afford to assume the responsibility for decision making, which should rightly rest on the shoulders of the employee.
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