Recruitment Management-Ch 8 The Selection Interview

The Selection InterviewThe Selection Interview 11Chapter EightChapter Eight

Learning ObjectivesLearning Objectives

Define Selection InterviewDefine Selection Interview

Discuss different Methods of InterviewsDiscuss different Methods of Interviews

Understand the factors governing Understand the factors governing

different interview methodsdifferent interview methods

Outline guidelines to make the interview Outline guidelines to make the interview

process more effective.process more effective.

Describe and discuss various phases of Describe and discuss various phases of

interview.interview.


StructureStructure

1.1. What is an Interview?What is an Interview?

2.2. How do we make the Interview process more How do we make the Interview process more

effective.effective.

3.3. Patterns and Types of InterviewsPatterns and Types of Interviews

4.4. Structured or Unstructured?Structured or Unstructured?

5.5. Effective use of the Interview.Effective use of the Interview.


StructureStructure

6.6. Phases of InterviewingPhases of Interviewing

7.7. PrePre-- Interview Preparatory PhaseInterview Preparatory Phase

8.8. The InterviewThe Interview

9. 9. Post Interview Assessment and the Post Interview Assessment and the

DecisionDecision

1010 SummarySummary


8.1 What is an Interview?8.1 What is an Interview?The interview is the central part of the The interview is the central part of the

selection process. It is a forum where selection process. It is a forum where the candidatethe candidate’’s relative suitability for s relative suitability for the job is assessed by the organizationthe job is assessed by the organization’’s s representatives. representatives.

Though the candidateThough the candidate’’s selection is s selection is overwhelmingly dependent on the overwhelmingly dependent on the interview, it has inherent barriers to interview, it has inherent barriers to the success as a selection method both on the success as a selection method both on validity & reliability parameters. validity & reliability parameters.


8.1 What is an Interview?8.1 What is an Interview?The selection interview is not reliable The selection interview is not reliable

because because --

1.1. The instrument of measure is human.The instrument of measure is human.

2.2. No two interviewers will interpret and No two interviewers will interpret and assess information in the same way.assess information in the same way.

3.3. The same interviewer will reveal The same interviewer will reveal fluctuations of data and assessments over fluctuations of data and assessments over a period of time.a period of time.


8.1 What is an Interview?8.1 What is an Interview?The selection interview is not considered The selection interview is not considered

to be valid because to be valid because --

1.1. It is contrived, interrogative It is contrived, interrogative conversation, involving a meeting, conversation, involving a meeting, usually, between strangers for duration usually, between strangers for duration of maximum 60 minutes. of maximum 60 minutes.

2.2. It cannot assess all the important areas It cannot assess all the important areas that add up to the suitability for that add up to the suitability for employment.employment.

3.3. It is highly subjective. A It is highly subjective. A ““quick on his quick on his feetfeet”” candidate may emerge as the best candidate may emerge as the best fit candidate though he may not sustain fit candidate though he may not sustain his behavior on the job.his behavior on the job.


8.1 What is an Interview?8.1 What is an Interview?Still selection interview is undisputed Still selection interview is undisputed

preferred technique as preferred technique as

1.1. It has a high face validity. Both It has a high face validity. Both employer & candidate are accustomed to employer & candidate are accustomed to and have greater faith in its efficacy.and have greater faith in its efficacy.

2.2. Sooner or later there has to be a meeting Sooner or later there has to be a meeting between the employer & the candidate. In between the employer & the candidate. In interview they have an opportunity to interview they have an opportunity to amplify and clarify information amplify and clarify information available.available.

3.3. There is no other method for accurately There is no other method for accurately forecasting the behavior of the candidate forecasting the behavior of the candidate on the job.on the job.


8.2 How do we make the Interview process more effective ?8.2 How do we make the Interview process more effective ?

Research shows that anybody who is Research shows that anybody who is responsible for the process of selection responsible for the process of selection must be provided with proper training. It must be provided with proper training. It must be noted that even trained must be noted that even trained interviewers cannot raise efficiency of interviewers cannot raise efficiency of interview beyond moderate levels. And interview beyond moderate levels. And trainees be made aware of this trainees be made aware of this limitation.limitation.

Many senior managers have been interviewing Many senior managers have been interviewing candidates for many years without any candidates for many years without any professional training. Having developed professional training. Having developed confidence in their styles, they may not confidence in their styles, they may not be receptive to any such training for be receptive to any such training for selectors.selectors.


8.2 How do we make the Interview process more 8.2 How do we make the Interview process more effective ?effective ?

The training course should be through mock The training course should be through mock interviews. It should coverinterviews. It should cover

☺☺ the general nature & problems of the general nature & problems of personnel selection.personnel selection.

☺☺ the particular limitations of the the particular limitations of the interview as a selection method.interview as a selection method.

☺☺ the application of systematic the application of systematic interviewing through practice interviews interviewing through practice interviews as a means of making best use of the as a means of making best use of the interview.interview.


8.3 Patterns and Types of Interviews 8.3 Patterns and Types of Interviews

Patterns/ types of interviews :Patterns/ types of interviews :--

☺☺ Single one on one interview.Single one on one interview.

☺☺ Multiple one on one interviews, at the Multiple one on one interviews, at the end of which, conclusions from various end of which, conclusions from various interviewers are collated.interviewers are collated.

☺☺ Board or Panel Interviews.Board or Panel Interviews.☺☺ A combination of above.A combination of above.

Other variations :Other variations :--Biographical; behavioural ; Situational and Biographical; behavioural ; Situational and

Combination . Combination .


8.3 Patterns and Types of Interviews8.3 Patterns and Types of Interviews

Biographical interview is an exploration of Biographical interview is an exploration of the intervieweethe interviewee’’s past experiences and is s past experiences and is based on the premise, that past behaviour based on the premise, that past behaviour enables us to predict future behaviour. A enables us to predict future behaviour. A key limitation of this approach is key limitation of this approach is difficulty of linking the interview difficulty of linking the interview information to job relevant criteria. information to job relevant criteria. This gap may allow interviewerThis gap may allow interviewer’’s s subjectivity to affect decision subjectivity to affect decision detrimentally.detrimentally.

This limitation has much to do with This limitation has much to do with emergence of behavioural and situational emergence of behavioural and situational type interviews.type interviews.



The Behavioural interview entails a series The Behavioural interview entails a series of stretched questions designed to elicit of stretched questions designed to elicit information on specific information on specific ‘‘behavioursbehaviours’’ or or ‘‘competenciescompetencies’’ which are relevant to which are relevant to effective performance of the job. This effective performance of the job. This type of interview is known as type of interview is known as ‘‘competencycompetency’’ , , ‘‘patternedpatterned’’. Or . Or ‘‘targetedtargeted’’interview.interview.

Data obtained from this interview has direct Data obtained from this interview has direct relevance to jobrelevance to job’’s demands. Here also it s demands. Here also it is assumed that past performance is the is assumed that past performance is the best indicator of the expected best indicator of the expected performance. performance.



The Situational interview entails posing The Situational interview entails posing hypothetical job related questions and hypothetical job related questions and evaluating the responses against a set of evaluating the responses against a set of example answers [e.g. what would you do example answers [e.g. what would you do ifif--------]. ].

The interview , therefore, is highly The interview , therefore, is highly structured both in terms of the questions structured both in terms of the questions posed and evaluation of the answers. The posed and evaluation of the answers. The control here lies with the interviewer. control here lies with the interviewer. Breadth of data would have been coded in Breadth of data would have been coded in advance for better evaluation. advance for better evaluation.


8.4 Structured or Unstructured ? 8.4 Structured or Unstructured ? Research in the area proves that structured Research in the area proves that structured

interviews have a higher predictive interviews have a higher predictive validity than their unstructured but validity than their unstructured but popular, equivalents. However, it has popular, equivalents. However, it has been observed that panel and successive been observed that panel and successive interviews help minimize many of the interviews help minimize many of the limitations, thus increasing the methodlimitations, thus increasing the method’’s s reliability and validity.reliability and validity.

Structured interviews too have their Structured interviews too have their limitations , cost being the main factor limitations , cost being the main factor [time and expense of devising, [time and expense of devising, explaining, running and scoring explaining, running and scoring interviews]. It also ignores right interviews]. It also ignores right candidates who too can perform but with a candidates who too can perform but with a different approach.different approach.


8.4 Structured or Unstructured ? 8.4 Structured or Unstructured ?

As always, there are arguments for and As always, there are arguments for and against each variation. The main criteria against each variation. The main criteria to be considered in assessing the merits to be considered in assessing the merits and demerits of a particular interview and demerits of a particular interview pattern are :pattern are :--

1. Acquiring the best possible evidence 1. Acquiring the best possible evidence on which to base judgement and decisions.on which to base judgement and decisions.2. Giving candidates the fairest 2. Giving candidates the fairest

possible opportunities to provide the possible opportunities to provide the most accurate account of themselves in most accurate account of themselves in the difficult circumstances of the the difficult circumstances of the interview.interview.


8.4 Structured or Unstructured ?8.4 Structured or Unstructured ?

When these two criteria are applied , we can When these two criteria are applied , we can conclude that :conclude that :--

1. A single one on one interview is 1. A single one on one interview is likely to be least stressful but has likely to be least stressful but has disadvantage that the acquiring of disadvantage that the acquiring of evidence, judgements and decisions rely evidence, judgements and decisions rely on one person only.on one person only.

2. A series of one on one interviews 2. A series of one on one interviews overcome this lacuna but require a lot of overcome this lacuna but require a lot of candidatecandidate’’s time.s time.


8.4 Structured or Unstructured ?8.4 Structured or Unstructured ?

When these criteria are applied , we can When these criteria are applied , we can conclude that :conclude that :-- contd.contd.

3. Board or Panel interviews are 3. Board or Panel interviews are potentially more stressful as the potentially more stressful as the candidate is faced with many candidate is faced with many interviewers. Research shows they are interviewers. Research shows they are more successful and stress on the more successful and stress on the candidate can be reduced by restricting candidate can be reduced by restricting the panel size to maximum four. the panel size to maximum four.


8.5 Effective Use of the Interview 8.5 Effective Use of the Interview

The Interview has to be handled with due The Interview has to be handled with due care and sensitivity to ensure that care and sensitivity to ensure that correct image about the organization is correct image about the organization is created with the candidate by providing created with the candidate by providing necessary courtesies [punctuality, necessary courtesies [punctuality, minimum waiting] & facilities [lunch, minimum waiting] & facilities [lunch, transport]. transport].

Interviewers have a major role in selling Interviewers have a major role in selling organization and job profile to the organization and job profile to the candidates . candidates .


8.5 Effective Use of the Interview 8.5 Effective Use of the Interview

The Interview has to be arranged in a The Interview has to be arranged in a professional manner to create positive professional manner to create positive impression on the candidates as the first impression on the candidates as the first impression is the lasting impression. impression is the lasting impression. Generally a demeanour that is sympathetic Generally a demeanour that is sympathetic and avoids extremes of bonhomie and and avoids extremes of bonhomie and coldness is most appropriate. coldness is most appropriate.

The surroundings of interview room reflect The surroundings of interview room reflect the personality of the Organization. The the personality of the Organization. The seating arrangement should be comfortable seating arrangement should be comfortable and nonand non--confrontational.confrontational.


8.5 Effective Use of the Interview8.5 Effective Use of the Interview

While the candidate is supposed to do his While the candidate is supposed to do his own research about the organization, it own research about the organization, it is still essential that this information is still essential that this information by the interviewer is provided to the by the interviewer is provided to the candidate prior to the interview. candidate prior to the interview. Normally an Normally an ““ Information PackInformation Pack”” is is delivered to the candidate well in delivered to the candidate well in advance.advance.

Communication is a key skill for a good Communication is a key skill for a good interviewer. Understanding noninterviewer. Understanding non--verbal verbal communication is essential. Similarly communication is essential. Similarly interviewerinterviewer’’s body language has to be s body language has to be positive. positive.


8.5 Effective Use of the Interview8.5 Effective Use of the Interview

An interview is a two way street An interview is a two way street –– with both with both parties trying to make up their minds as parties trying to make up their minds as to the counterpartto the counterpart’’s suitability s suitability –– it is it is essential that the candidate is also essential that the candidate is also given an opportunity to ask questions.given an opportunity to ask questions.

These questions themselves provide insight These questions themselves provide insight into the candidateinto the candidate’’s psyche.s psyche.

It is essential that the interview process It is essential that the interview process is fair and transparent and all is fair and transparent and all candidates are treated equally and with candidates are treated equally and with decorum.decorum.


8.6 Phases of Interviewing8.6 Phases of Interviewing

A systematicA systematic interview is based on three interview is based on three phases.phases.

1.1. PrePre--interviewinterview-- –– preparatory.preparatory.

2.2. During the interviewDuring the interview

3.3. Post interview Post interview –– assessment and decision assessment and decision making.making.

Each of these elements contributes vitally Each of these elements contributes vitally to the success of the interview and to the success of the interview and weakness in any one element will weakness in any one element will adversely affect the other parts.adversely affect the other parts.


8.7 Pre8.7 Pre--Interview Preparatory PhaseInterview Preparatory Phase

►► Study all available information. The Study all available information. The application, CV, the job description and application, CV, the job description and person specification.person specification.

►► Determine acceptable entry levels for new Determine acceptable entry levels for new staff visstaff vis--àà--vis the job requirements for vis the job requirements for fully effective performance.fully effective performance.

Ensure that all written tests / assessment Ensure that all written tests / assessment centre results are available and analyzed centre results are available and analyzed before the interview and provided to before the interview and provided to interviewers.interviewers.

►►


8.7 Pre8.7 Pre--Interview Preparatory PhaseInterview Preparatory Phase►► If using a panel, preIf using a panel, pre--decide the interview decide the interview

‘‘leadlead’’ who coordinates the process and who coordinates the process and ensures that each member knows the agreed ensures that each member knows the agreed ground rules and their specific role in ground rules and their specific role in the process.the process.

►► Pay attention to time, place and setting Pay attention to time, place and setting to make candidates comfortable. Avoid to make candidates comfortable. Avoid interruptions and distractions.interruptions and distractions.

►► Prepare a coverage plan to elicit the Prepare a coverage plan to elicit the maximum possible significant information. maximum possible significant information. A comprehensive structure ensures A comprehensive structure ensures important issues get addressed.important issues get addressed.


8.8 the Interview8.8 the Interview

►► Ensure that the atmosphere is conducive to Ensure that the atmosphere is conducive to encourage the candidate to speak freely. encourage the candidate to speak freely.

►► Introduce yourself and other interviewers Introduce yourself and other interviewers by name and designation. Explain the by name and designation. Explain the scope of interview.scope of interview.

►► Break the ice initially by indulging in Break the ice initially by indulging in some appropriate small talk.some appropriate small talk.

►► Stick to the agreed coverage plan and Stick to the agreed coverage plan and interview in turn. Ensure there is no interview in turn. Ensure there is no cross questioning. Interviewers must wait cross questioning. Interviewers must wait for their turn.for their turn.



►► Ensure questions are well framed.Ensure questions are well framed.

a] the questions to elicit adequate a] the questions to elicit adequate response & evidence on the potential response & evidence on the potential ability of the candidate to do the ability of the candidate to do the required job.required job.

b] avoid hypothetical questions that have b] avoid hypothetical questions that have no relevance to the job. no relevance to the job.

c] questions should be open, not imply c] questions should be open, not imply any answer, or make any assumptions or any answer, or make any assumptions or influence the candidate in any way.influence the candidate in any way.



►► During the course of the interviewDuring the course of the interview

a] Maintain eye contact & provide a] Maintain eye contact & provide appropriate feedback.appropriate feedback.b] Take your time and use b] Take your time and use ‘‘silencesilence’’effectively.effectively.c] Clarify & reflect by repeating c] Clarify & reflect by repeating candidatecandidate’’s comments back to her in a s comments back to her in a questioning manner as this indicates that questioning manner as this indicates that you would like the candidate to elaborate you would like the candidate to elaborate on the issue.on the issue.d] Do not allow candidate to side track d] Do not allow candidate to side track the question.the question.


8.8 the Interview 8.8 the Interview ►► Listen : This is central to the art of Listen : This is central to the art of

good interviewing, as you elicit enough good interviewing, as you elicit enough factual data to enable you to make an factual data to enable you to make an informed decision. Be alert to noninformed decision. Be alert to non--verbal verbal cues. cues.

►► Towards the end, ensure candidate has time Towards the end, ensure candidate has time to clear doubts regarding the job, to clear doubts regarding the job, organization, growth plans etc. Invite organization, growth plans etc. Invite the candidate to ask questions. the candidate to ask questions.

►► Conclude by thanking the candidate and Conclude by thanking the candidate and advising details about the next stage, advising details about the next stage, time frame etc. time frame etc.


8.9 Post Assessment & Decision 8.9 Post Assessment & Decision

►► AssessAssess the candidate against person the candidate against person specification or scoring immediately. specification or scoring immediately.

►► Concentrate on solid facts of past Concentrate on solid facts of past behaviour as indicators of motivation, behaviour as indicators of motivation, attitudes, values, personal qualities and attitudes, values, personal qualities and abilities, in sum, of potential to the abilities, in sum, of potential to the job.job.

►► Incorporate data from other selection Incorporate data from other selection methods used. Apart from tests used by methods used. Apart from tests used by you also seek testimonials, references you also seek testimonials, references from other sources.from other sources.

►► Advise candidate about the outcome on Advise candidate about the outcome on timely basis, including those who did not timely basis, including those who did not make it.make it.


8.10 Summary 8.10 Summary

The selection decision is the most important The selection decision is the most important of all decisions taken by an employer. of all decisions taken by an employer. The interview is an integral part of this The interview is an integral part of this process. Given the stakes, its importance process. Given the stakes, its importance should not be undershould not be under--estimated.estimated.

The consequences are immense. Like the The consequences are immense. Like the loaded gun, it is not an instrument to loaded gun, it is not an instrument to leave in the hands of the untrained. leave in the hands of the untrained.

Combined with a professional approach to the Combined with a professional approach to the recruitment phase, it can make a recruitment phase, it can make a significant contribution to the search to significant contribution to the search to find the best person for the job. Its find the best person for the job. Its inherent pitfalls explain the rising inherent pitfalls explain the rising popularity of selection tests.popularity of selection tests.


This brings us to the end of our This brings us to the end of our Eighth session!Eighth session!

Nest we move to session nine on Nest we move to session nine on ““Recruitment StrategiesRecruitment Strategies””

Contained in the Chapter 09Contained in the Chapter 09Best Luck!Best Luck!

Education

Recruitment Management-Ch 8 The Selection Interview