You are on page 1of 22

Recruitment and Selection

Chapter 12: The Selection Interview

1

Uses of The Interview in Selection
1. Recruiting good candidates for the

organization 2. An efficient way of Measuring applicant’s KSAs 3. Selection evaluation by an organization member

2

Providing job information   Describe the job and organization Sell the job to applicant Forms impressions about the organization Takes decision to accept the job 2. Effect on applicants   3 .Recruiting the applicant to the organization 1.

written test. stability & perseverance Job knowledge: other options. complex behavior 4 . sociability & verbal fluency Good citizenship.Recruiting the applicant to the organization… 1. dependability. conscientiousness. Measuring applicant KSAs  More is not better  Tests are better for measuring mental ability  Appropriate KSAs    Personal relations. many questions with short replies Job simulation instruments.

experience and apprehension) Guideline for the organization member: 1. clothing & makeup) Demographics and attitudes 2.Selection Evaluation by an Organization Member Member should have communication skills. Questions used   Be job related for validity Consistent among candidates for reliability Obese individual Grooming (hairstyle. Applicant characteristics    5 .

motivation. pauses and amplitude (verbal cues) Shows assertiveness. Nonverbal behaviors (impression management)    Eye contact. hand movement. body posture and smile (visual cues) Voice pitch. variability. enthusiasm and sociability 6 . speech rate. selfconfidence.Selection Evaluation by an Organization Member… 1.

Weighting Information     More weight to negative information Interpersonal skills Goal orientation Physical attractiveness Build organization image Specific applicant characteristics be measured Impressionistic info must not miss lead 2. Conclusions    7 .Selection Evaluation by an Organization Member… 1.

2.A Model of Interviewer Decision Making  Multiple Phases of Selection Interview:  Pre-interview phase 1. 3. Interview’s knowledge structure Ancillary about the applicant Interviewer's pre-interview evaluation of KSAs 8 .

A Model of Interviewer Decision Making…  Interview phase 1. 2. Interviewer’s conduct on the interview Behavior of the applicant Interviewer’s processing of data from the interview interviewer’s final evaluation of KSAs Interviewer’s post-interview evaluation of KSAs  Post interview phase 1. 3. 9 . 2.

Personal origin 6. Internal characteristics 10 . Behavior 3. Physical appearance 2. Social relationships 4. Context of behavior 5.Six Initial Impressions Categories 1.

6.Attempts to Improve the Interviews  Training of the interviewers  Interviewer’s common errors 1. Talking excessively Asking inconsistent questions Asking unrelated or slightly related questions Unable to put interviewee at ease Over confident about his/her ability Allowing personal biases in evaluation 11 . 2. 3. 5. 4.

Attempts to Improve the Interviews…  Interviewer’s common errors 7. Influenced by nonverbal behaviors 8. Hallo effect 10. central or stringency effect errors 9. Similar-to-me error 12 . Contrast effect of applicants 12. Leniency. First impression error 13.

3. 13 . Pre-structured questions Scoring format Decision rule Same information is collected from all Makes comparison easier Information about all job topics is gathered so validity is better  Advantages 1. 3. 2.Attempts to Improve the Interviews…  The structured interview 1. 2.

Attempts to Improve the Interviews…  Interview process 1. Create open communication atmosphere 2. Learning listening skills 14 . Delivering questions consistently 3. Maintaining control of the interview 4. Developing good speech behavior 5.

Ignoring nonverbal cues  Decision-making methods (common errors)     Contrast effect Halo Leniency Central tendency  Systematic scoring 15 . Avoiding leading or intimidating 8.Attempts to Improve the Interviews… 6. Taking appropriate notes 7.

The situational interview 2. Job content method 16 . we can adopt three methods: 1.Developing Appropriate Interview Questions To ensure reliability and validity. Behavior description interview 3.

543 1.Developing Appropriate Interview Questions…  The situational interview Do the job analysis using critical incidents techniques 2. 17 .2 p. Group the similar groups like. customer service. technical skills. diagnosing defects. and so on 3. Select small number of most appropriate incidents 4. Use these incidents to write questions See Table 12.

545 18 . organized.e.  Maximum performance: how much applicant knows or can do (deals with technical skills)  Typical performance: getting along with others (hard working. measuring citizenship behaviors See Table 12. 2. or punctual) i.3 p.Developing Appropriate Interview Questions…  The behavior description interview 1. Generation of critical incidents and identification of behavioral dimensions Identification of each dimension as essentially describing either maximum or typical performance of the individual. courteous.

546 1. Identifying and rating KSAs necessary for the task performance 3. 19 . Linking KSAs to job tasks 4. Choosing selection measures appropriate for the KSAs to be measured See Table 12.Developing Appropriate Interview Questions…  Job content method Identifying the rating critical job tasks 2.4 p.

and corporate citizenship Complete data about any of KSAs to be covered in the interview Incomplete or contradictory statements presented on the application blank or other similar instruments  Limit the use of pre-interview data    Adopt a structured format  A set of questions should be formulated for each KSA 20 .Recommendations for use of the Interview  Restrict the scope of the interview   Serves too many purposes Limit it to job knowledge. sociability and related interpersonal abilities.

Recommendations for use of the Interview…  Use of job-related questions  Questions of job knowledge    Should be important to the overall performance the job Should not be material easily learned on job or taught as part of training Should not be a series of facts (test is appropriate for that)   questions of social interaction Questions of corporate citizenship 21 .

8 p.7 p.Recommendations for use of the Interview…  Use multiple questions for each KSA  See Table 12.559  Train interviewers  Receiving information  Evaluating information  Interviewing behavior 22 . 557  Apply formal scoring to evaluate each KSA separately  See Table 12.