TESTING, INTERVIEWING AND

ASSESSMENT CENTERS

Lecture - 6
 TESTING, INTERVIEWING AND
ASSESSMENT CENTERS
Two employment techniques upon which greatest reliance
is usually placed when making hiring decision are testing
and interviews. The Interview is the primary selection tool
in nearly all employment programs.
THE SELECTION
TESTING
Section - 1
THE SELECTION TESTING
Most tests are objective. The score received by the person taking
the test is not influenced by the opinions of those evaluating the
test results. If tests are looked upon as a part of the total selection
process (not as a substitute for other devices), they can add
significantly to the accuracy of prediction of job success for
applicants. The utilization of valid test can result in the hiring of
better-qualified employees. It yields less turnover of newly hired
employees, lower training costs, and higher output and quality of
work. It may also mean better adjustment to the job and working
environment.
 FUNDAMENTAL GUIDES TO TESTING
• Testing should be used as a supplement to other selection devices,
not as a substitute for them. Test can provide only a sample of a
person’s total pattern of behavior as interviews, application form, and
background investigation to obtain a reasonably complete picture of
the candidate.
• Tests are more accurate at predicting failures than successes. If a
person fails tests of ability, we can reasonably conclude that he is
unable to perform the work satisfactorily. However, if he does pass
these tests, he may still fail because of poor adjustment to the
supervisor and work associate, lack of motivation, lack of interest in
the work, family difficulties, and other factors that are very difficult to
predict at the time a person is hired. (Discuss Examples)
….contin…
 FUNDAMENTAL GUIDES TO TESTING
• Test are most useful in picking a select group of people who are most
likely to succeed on the job from among a much larger group.
• A test, or group of tests, cannot reveal with certainty that a particular
individual will succeed on the job. But professionally designed and
installed tests can predict rather will that a particular group, from
among a much larger group, who took the test, will succeed on the job.
• Tests can make their greatest contribution in those situations where it
has been difficult to obtain satisfactory employees by using other
selection methods.
• A test should be validated in one’s own organization to be of any value.
It is always necessary to test the test itself before any degree of
confidence can be placed in its ability to predict performance on the
job.
Types of Selection Tests

1. Intelligence tests 5. Simulation tests

2. Aptitude tests 6. Polygraph tests

3. Achievement tests 7. Graphology

4. Personality tests 8. Integrity Test

Types of Selection Tests
• Intelligence Test
▫ It measures ability to solve problems
• Aptitude Test
▫ It measures ability to learn skills
• Achievement Test
▫ It measures the proficiency (Skill + Knowledge)
• Personality Test
▫ Measures basic aspects of individuals like, motivation,
emotional balance, self-confidence, risk taking ability etc.
Types of Selection Tests
• Simulation Test
▫ Measures expertise
• Graphology Test
▫ Studying handwriting of candidate to know the person’s
personality
• Polygraph Test
▫ Lie detector
• Integrity test
▫ Measures honesty and trustworthiness
1. Intelligence Test
• The word intelligence has been defined differently by various
psychologist, but they all are agree that:

“Intelligence means an innate ability to solve problems”

• This ability is not gained by reading books, doing exercises,

but is available from person to person from his birth.
• The intelligence is the essence of the faculties of
understanding, reasoning, judgment, adaptability &
persistence.
• To select the right person for the right job, intelligence test
have been  evolved by FPSC, PPSC and other various civil
and military organizations.
1. Intelligence Test
• Types of Intelligence Tests
▫ Verbal Intelligence Test.
▫ Non Verbal Intelligence Test.
• Verbal Intelligence Tests:
▫ Once word Substitution
▫ Insertion of Missing Letters,
Numbers.
▫ Word Forming
▫ Jumbled Words
▫ Formation of Correct Sequence,
Series.
▫ Synonym Test
Non Verbal Intelligence Test:
Non verbal intelligence tests are
expressed by means of objects,
materials for instance, lines, drawing,
pictures, etc. Non verbal tests includes:
▫ Matrix Test
▫ Sequence Test
▫ Pattern Test
▫ Relation Finding
1. Intelligence Test
VERBEL NON-VERBEL
• “Pig is to pork” as “Cow is to _____”:
▫ Lamb
▫ Beef
▫ Stew
▫ Cattle
• If Sally sells more tickets than Betty and Betty sells
more tickets than Jodie, who sells the most if we
compare Sally and Jodie?
• The words “inclusive” and “exclusive” have same
meaning?
• If you have a cube which is 5m x 5m x 5m, what is
the cubic metres this container would hold? 
• “Boat is to water” therefore “Plane is to _____”
▫ Fly
▫ Sky
▫ Float
▫ Air
• The following series of numbers contains one
number that does not fit the pattern set by the
others.  What number does not fit?  3, 5, 7, 11, 14,
17
• 1, 3, 9, 27, 243 ___,
Sample IQ

Find length AB
2. Aptitude Test
Aptitude and ability tests are designed to assess logical
reasoning or thinking performance. They consist of
multiple choice questions and are administered under
exam conditions. They are strictly timed and a typical test
might allow 30 minutes for 30 or so questions.
Sample Aptitude Questions
1. Earth travels around Sun @ approximately 18.5 miles/second. This speed is how many miles per hour?

A) 1,080 B) 1,160 c) 64,800 D) 66,600 

2. If S were twice as old as he is, he would be 40 years older than J. J is 10 years younger than S. How old
is S?
A) 20 years B) 30 years c) 40 years D) 50 years

3. A produces 120 bolts/40 seconds; B produces 100/20 seconds. If the two run simultaneously, how many
seconds will it take for them to produce a total of 200 bolts?

A) 22 B) 25  C) 28 D) 32

4. A sum of money was to be divided amongst A and B in the ratio of 2:3. If the money is divided in the ratio
of 3: 2, A will benefit by Rs. 75. The total money is

A) Rs. 325 B) Rs. 375  C) Rs. 250 D) Rs. 225

5. If one man or two women or three boys can do a piece of work in 22 days, then the same piece of work
will be done by 1 man, 1 boy and 1 woman in:

A) 8 days B) 6 days C) 12 days  D) 11 days

6. A person sells a book for Rs. 11. He gains as many percent as its cost price in rupees. What is the cost
price?

A) Rs. 10  B) Rs. 12 C) Rs. 7.50 D) Rs. 5.50

Sample Aptitude Questions
7. The average age of a father and his only son is 25% more than the average age of that boy
and his mother. When that boy was born, his mother was 30 years old and his father was 40
years old. Find the present age of father.

A) 55 B) 48 C) 65 D) 45

8. A vessel is filled to its capacity with pure milk. Ten litres are withdrawn from it and replaced
by water. This procedure is repeated again. The vessel now has 32 litres of milk. Find the
capacity of the vessel (in litres).

A) 40 B) 50 C) 45 D) 55

11. After the division of a number successively by 3,4,7 , the remainders obtained are 2, 1 and 4
respectively. What will be the remainder if 84 divides the same number?

A) 80 B) 76 C) 41 D) 53
3. Achievement Test
• An achievement test is a test of
developed skill or knowledge.
The most common type of
achievement test is a
standardized test developed to
measure skills and knowledge
learned in a given grade level,
usually through planned
instruction, such as training or
classroom instruction.
• TOFEL, IELST are kind of
achievement tests
Famous Achievement Test
• Wechsler Individual Achievement Test (WIAT)
• Kaufman Test of Educational Achievement (KTEA)
• Wood-Johnson Tests of Achievement (WJ)
• Peabody Individual Achievement Test (PIAT-R)
4. Personality Tests
• Personality test is designed to assess an applicant's
personality traits and characteristics. some of the factors
which are measured in standard personality tests are
conscientiousness, Integrity, emotional stability and
agreeableness.
5. Simulations /work samples
• These tests typically focus on measuring specific job skills or
job knowledge, but can also assess more general skills such
as organizational skill, analytic skills, and interpersonal
skills.  
• Work samples and simulations typically require performance
of tasks that are the same or similar to those performed on
the job to assess their level of skill or competence. For
example, work samples might involve installing a telephone
line, creating a document in Word, or tuning an engine. 
5. Work Samples and Simulations
Advantages
• Have been demonstrated to produce valid
inferences regarding ability to perform the
job.
• Can reduce business costs by identifying
individuals for hiring, promotion or training
who possess the needed skills and abilities.
• Are less likely to differ in results by gender
and race than other types of tests (depends
on particular skills being assessed).
• May be more accepted by test takers due to
the obvious link between the test and the
job.
• Less likely to be influenced by test taker
attempts to impression manage or fake
responses.
• Can be used to provide specific
developmental feedback.
• Can provide test takers with a realistic
preview of the job and the organization.
Disadvantages
• Does not assess aptitude to perform
more complex tasks that may be
encountered on the job.
• May not assess the ability to learn new
tasks quickly.
• Often not conducive to group
administration.
• May require some level of job
knowledge and therefore may be
inappropriate for jobs where knowledge
may be obtained via a short training
period.
• May be difficult to keep updated.
• May be expensive to administer.
• May be time consuming to develop and
to administer.
6. Polygraph Test
• A lie detector, or polygraph, monitors several physical reactions in
the person undergoing the test.
• Polygraph test (conducted by certain government jobs with the FBI
or CIA). The goal of a lie detector is to see if the person is telling the
truth or lying when answering certain questions.
• When a person takes a polygraph test, four to six sensors are
attached to him. A polygraph is a machine in which the multiple
("poly") signals from the sensors are recorded on a single strip of
moving paper ("graph"). The sensors usually record:
▫ The person's breathing rate
▫ The person's pulse
▫ The person's blood pressure
▫ The person's perspiration
• Sometimes a polygraph will also
record things like arm and leg movement.
7. Graphology Test
• Graphology, sometimes called handwriting analysis, is the study of
handwriting with the aim of revealing the character and personality
of the writer and his or her strengths, weak­nesses and abilities.
• Graphology tests can be carried out anywhere, by mailing the
candidate’s handwritten letter of application to the grapholo­gist and
awaiting his or her report.
• Handwriting springs from the unconscious and contains a great deal
of information which can form the basis of character interpretation.
• Each time we write we are under the influence of inner feelings and
emotions that dictate our mood at the time of writing. Handwriting is,
in fact, ‘brain-writing’ which transmits instructions through the motor
ner­vous system to the hand holding the pen. These instructions
make the fingers expand and contract to produce writing.
• An individual’s hand­writing is as unique as his or her voice pattern
and finger­prints: no two are exactly alike.
7. Graphology Test
• Since an individual’s personality changes overtime, these changes
can be studied in handwriting samples. People handwriting changes
and usually depends upon how you are feeling at the time of writing
– depression, optimism, happiness, anxiety and other emotional
states will affect the script slightly. But the basic structure is unlikely
to change. As a person progresses through life, any mental or
emotional changes will gradually be reflected in his or her writing
over the years.
• Graphology cannot foretell the future, nor is it a way of telling the
writer’s fortune, but it can point to the way they are progressing – or
not.
8. Integrity Tests
• Integrity test is a specific type of personality test designed
to assess an applicant's tendency to be honest &
trustworthy. A lack of integrity is associated with such
counterproductive behaviors as theft, violence, sabotage,
disciplinary problems, and absenteeism. Integrity tests
have been found to measure some of the same factors as
standard personality tests, particularly conscientiousness,
and perhaps some aspects of emotional stability and
agreeableness.
8. Integrity Tests
• Integrity is strongly related to conscientiousness, itself a strong
predictor of overall job performance. Like other measures of
personality traits, integrity tests can add a significant amount
of validity to a selection process when administered in
combination with a cognitive ability test. In addition, integrity test
performance differences are found between men and women or
applicants of different races or ethnicities. Integrity tests will not
eliminate dishonesty or theft at work, but the research does
strongly suggest that individuals who score poorly on these tests
tend to be less suitable and less productive employees. Overt
(explicit) integrity tests (also referred to as clear-purpose tests)
are designed to directly measure attitudes relating to dishonest
behavior.
Sample Questions of Integrity/Honesty Tests
Q# Question Description
Q-1 As a famous athlete, you are offered a $500,000 endorsement to
promote a product that you dislike and would never use. Do you
endorse it?
Q-2 You are working on a project along with several other companies and
you notice that one of the companies is doing shoddy, dangerous work.
If you report the company, the entire project may be shut down and you
will lose 20% of your revenues for the year. Do you report the problem?
Q-3 The taxi driver gives you a blank receipt as he drops you off. You are on
an expense account. Do you write in the exact correct amount?
Q-4 You’re golfing with an important client who thinks that golf skills are as
important as business skills. Your ball has a bad lie, but you can move it
to a better position without being seen. Do you?
Q-5 You’re backing into a tight parking space in the work car park and you
accidentally dent someone’s car. Nobody has seen you. Do you leave a
note taking responsibility?
Q-6 A colleague wants to copy and swap some music CDs. You know it’s
illegal. Do you do it?
Sample Questions of Integrity/Honesty Tests
Q# Question Description
Q-7 You know you are attractive and so does your prospective customer.
Do you lightly flirt to get a major new account for your business?
Q-8 A good friend has been unemployed for several months. They ask you
to write a reference for a job that you don’t think they’re well qualified
for. Do you agree? Q: You see some great content for a presentation,
you know it is copyright protected – do you use it in your work
presentation to make you look good?
Q-9 Q: Your budgets are tight, you procure some business services, and
the vendor forgets to invoice you… six months go by. Do you remind
them to send the invoice?
Q-10 You are offered tickets to a rock concert with a potential supplier that is
currently tendering for a big contract. It is your favorite band and you
really want to see them – and tickets have been sold out for months.
You know it will not influence your contribution to the tender process.
Do you take the tickets?
Self-assessment Type Questions for
Integrity Tests
Below are some ideas and questions you can ask that will help you to determine
a candidate’s honesty and integrity:

1. Describe a time when you spoke up even though it was unpopular.

2. Describe a time when you admitted a mistake to a co-worker.
3. How do you earn the trust of others?
4. Would those you've worked with describe you as a person of integrity? Why
did they reach that conclusion?
5. Can you describe a time at work when you brought bad news to your
manager?
6. Discuss a time when your integrity was challenged. How did you handle it?
7. Have you ever experienced a loss for doing what was right?
8. What is the worst professional obstacle you've ever had to face and how has
it helped you to grow?
9. What three skills will you need to continue to develop to be "the best you can
be?"
Selection Testing
• Assessment Center
▫ Role Play
▫ The leaderless group discussion
▫ Business games
▫ Individual presentations
▫ The in-basket
TESTING CONCEPTS
Reliability of Tests

“The reliability of a test is the consistency with which it yields

the same score throughout a series of measurements”

• There exist four different ways in which the reliability of a test can
be determined.

….contin…
 TESTING CONCEPTS
Reliability of Tests
1. Equivalent (Alternate) form;
The equivalent or alternate form type of reliability requires the creation
of two essentially equivalent forms of the same test. These should be
made up by a systematic selection of test items from the same universe
or population of possible questions. The scores of a group of people on
Form A of the test can then be compared statistically with their scores
on From B.
2. Test retest;
The test-retest method involves administering the test to a group of
persons today and then having them take the same test at a later date.
This is generally a good way of measuring reliability. However, the
individuals may remember some of their answers from the first time and
score slightly more in second time, especially if it is a speed test.
….contin…
 TESTING CONCEPTS
Reliability of Tests
3. Split-half;
The split-half form of reliability is found by dividing a test in half and
relating scores obtained on the first half to scores on the second half
of the same test.
4. Odd-Even item split.
The odd-even item split is simply another way of cutting a test in half .
The score on odd-numbered test items and those on the even
numbered items are correlated. Both the split-half and the odd-even
methods are used to ascertain the internal consistency of a test.

….contin…
TESTING CONCEPTS
Validity of Tests

“Validity of test is one that measures through tests what it is

supposed to measure.

• It will, with reasonable accuracy, predict success or failure on the

job.
• There exist five different ways in which the Validity of a test can
be determined.

….contin…
TESTING CONCEPTS

Validity of Tests
The validity of a test is the degree to which it measures what it is
intended to measure. Validity shows the extent to which a test does
the job for which it is used. In an employment situation a valid test is
one that accurate predict the criterion of job success.
There are five distinct kinds of validity of tests:-
1. Concurrent Validity (present-employee method);
2. Predictive validity (fellow-up-method);
3. Content validity;
4. Construct validity; and
5. Face Validity.
TESTING CONCEPTS
Validity of Test
1. Concurrent validity (present employee method)
• Concurrent validity refers to the degree to which test scores relate
to the performance of employees presently on the payroll. This is often
referred to as the present employee method of validating a test.
• The procedure involves giving the test to a group of present
employees who are working on the job for which the selection test is to
be used. Then the scores that they receive are correlated with some
measure of their performance on the job. Commonly used gauges of
job performance are quantity and quality of work, attendance, accident
frequency, dollar volume of sales (for sales personnel), and
supervisors ratings. If those who receive high scores on the test are
also the good workers, then the test is valid.

….contin…
TESTING CONCEPTS
Validity of Test
2. Predictive validity (follow-up-method)
Predictive validity is determined by giving the test in question to all who
apply for the job. But the hiring decision is made on the basis of the other
selection instruments, such as the application form and the interview.
After those who have been hired have been on the job for a long enough
time to obtain a true measure of their work performance (several months
to a year or more), a statistical correlation is computed between the
criterion of performance and test scores for the group of people involved.
Hence the concurrent validation is most commonly used in business and
industry. However, this present employee method possess inherent
weaknesses.

….contin…
TESTING CONCEPTS
Validity of Test
3. Content validity
Content validity shows how well the subject matter or behaviors required
in a test are representative of important aspect of performance on the
job. Content validity is not measured by statistical correlation between
test scores and job performance measures. Rather it is determined
judgmentally and logically. The foundation for content validation is a
thorough and detailed job analysis. Once the job analysis is completed,
a test (or tests) is selected which includes significant portions of
behavior actually required on the job. A skilled machinist must be able to
read drawings of machine parts and assemblies. Thus, a test of this skill
would logically contain mechanical drawing symbols, terminology,
sketches, and conventional modes of representation.
Content validity is not appropriate for selection procedures which seek
to measure intelligence, aptitudes, and personality.
….co
TESTING CONCEPTS

Validity of Test
4. Construct validity
Construct validity is a concept employed by psychologists to explain just
what a particular test is measuring. It is most commonly used in clinical
psychology, projective-personality techniques, and counseling with
personality inventories. It is important in test development and research.
The use of construct validity in the employment field is quite new. The
effort involved much research including criterion-related (statistical
correlation) studies and possibly also content validity studies.

….conti…
TESTING CONCEPTS
Validity of Test
5. Face validity
Face validity simply refers to whether the test questions seem to relate
to the job or subject in question. People are more willing to accept tests
that seem logically valid. A test for hiring mechanics should, many
people feel, contain questions relating to tools, gears, lever, cam,
machinery, and so forth. However, face validity cannot be measured
statistically.

In summary, the most important types of validity for personnel

management purposes are concurrent, predictive, and content.
TESTING CONCEPTS
ACCURACY (VALIDITY) OF SELECTION METHODS

• If perfect prediction is 1.000:

▫ Development centre is 0.650
▫ Work sample test is 0.550
▫ Ability tests are 0.525
▫ Assessment centre is 0.450
▫ Personality tests are 0.425
▫ Bio-data analysis is 0.375
▫ Structured interviews are 0.350
▫ Typical interviews are 0.166
▫ References are 0.133
▫ The use of graphology, astrology not use at all, but can harm…
DEVELOPING A TESTING PROGRAM
There are over one thousand tests in the market and literally scores of
tests that purport to measure such attributes as intelligence or clerical
aptitude. It requires a great deal of planning, analysis, and
experimenting to develop a useful test for a particular selection
situation.
For the administration of the ordinary testing program, the services of
a professional psychologist are not required; however, the individual in
charge must have had adequate training and experience in the theory
and practice of testing and in statistics.
 Steps to Install a Program

The steps that must be carried out to create a new testing program are
as fellows:
• Decide the objectives of the testing program.
• Analysis jobs to identify those characteristics that appear
necessary for job success.
• Make a tentative choice of tests for a tryout.
• Administer these tests to an experimental group of people.
• Establish criteria of job success.
• Analysis results and make decision regarding test application.
 Steps to Install a Testing Program
Decide Program Objective.

A wide range of choice is available as far as testing objectives and policy

is concerned. Shall tests be utilized only for hiring new employees, or
shall they also be used for picking present employees for upgrading,
transfer, and promotion? If the testing program is to be developed only
for the selection of new employees, shall it be for all types of work in the
organization or only for certain jobs? Initially should the testing effort be
directed only toward improving the accuracy of selection for a particular
group of jobs? If this last approach is adopted, it is logical to start with
those jobs for which it has been difficult to find satisfactory employees in
the past. From this initial installation, it may be reasonable, then to
expand the program to cover all types of work in the organization.
 Steps to Install a Program

Analyze Jobs

Although a great many companies have on file job descriptions and

specification that were prepared for job evaluation, recruitment and
selection purposes. It is unlikely that the jobs were analyzed from the
standpoint of identifying detailed human characteristics that may be
revealed in selection tests. Job analysis of this type must be very specific
and detailed. Among the items the analyst will seek to uncover are the
need for such things as motor habits, eye-hand coordination, agility
(quickness), dexterity (skillfulness), perceptual and sensory abilities, and
specific personality characteristics.
 Steps to Install a Program
Choose Test for Tryout.
Once the list of attributes deemed essential for success on the job has
been uncovered, it is then possible to choose tests to measure these
characteristics. Usually the test program designer will choose from among
commercially available test.
Administer Tests to an Experimental Group.
It is now necessary to try out these tests by administering them to an
experimental group. It is absolutely essential none these applicants be
rejected on the basis of his these score during this trial period because it
is not known as yet whether there is any relationship between test scores
and future work performance. Because thesis follow up method of
ascertaining test validity is a very lengthy process, many organizations
will find it advisable to administer the test battery to those presently on the
job as well.
 Steps to Install a Testing Program
Establish Criteria of Employee Success

Establishing criteria of success is one of the more difficult parts of the

tests installation program. It is difficult, not because of a lack criteria, but
because it is extremely hard to find criteria that accurately, fully, and fairly
measure job success. Most of the criteria available measure only one
small aspect of the job. Where possible, it is most fruitful to obtain several
measures of work behavior and performance and correlate test scores
with each of these. The following is a list of commonly used criteria:
 Quantity of output  Professional
 Quality of output achievements, such as
 Grades in training courses patents, published
 Accident frequency writings, and formal
 Attendance awards.
 Rate of promotion in the  Performance ratings made
organization. by supervisor.
 Scatter Diagram of average Monthly Sales
Versus Test Scores

•
.
•
.
.
Criterion
– Sales
per False Rejections •
. •

. . . .. .
monthly Valid Acceptances
in Dollars • • •
• •
. • •

. .. . . .
• •
• • •
•
Valid Rejections

.
False Acceptances
•
 Steps to Install a Program
Analysis and Decision Making

The decision of where to place the cutting score is determined by the

level of acceptable performance expected, the supply of labor
available to the organization in relation to its needs for labor. Over a
period of time some companies lower their standards if they cannot
obtain people of the caliber they desire.
The cost involved in screening of many applicants is expensive
therefore, if we raise cut of rate we may select lesser candidates or
vice versa. If we lower cut off rate of selection cost of training
increases.
THE SELECTION
INTERVIEW
Section - 2
WHAT IS AN INTERVIEW?
An interview is a conversation
between two people (the
interviewer and the
interviewee) where questions
are asked by the interviewer
to obtain information from the
interviewee.
THE INTERVIEW TYPES
There are a great many types of interviews that occur in an
organization, such as
• Selection Interview
• Appraisal interview between supervisor and subordinate,
• Exit interview
• Promotion interview
• A counseling interview,
• A grievance interview,
• A data-gathering interview in connection with a research project, and
• A job analysis interview.
• Persuasive Interview
The basis principles of interviewing apply alike to all of these; however,
the specific techniques employed will differ.
FORMAT - Formal v/s Informal
- Structured v/s Unstructured
 TYPES OF INTERVIEWS

• Selection interview
▫ A selection procedure designed to predict future job performance
on the basis of applicants’ oral responses to oral inquiries.
• Appraisal interview
▫ A discussion, following a performance appraisal, in which
supervisor and employee discuss the employee’s rating and
possible remedial actions.
• Exit interview
▫ An interview to elicit information about the job or related matters
to the employer some insight into what’s right or wrong about the
firm.
THE SELECTION INTERVIEW
The interview is the most universally used selection method.
Although many employers do not use tests to aid in reaching an
employment decision, there are hardly any who do not interview the
applicant in order to help make a definite assessment. In fact,
multiple interviews are commonly employed.
The interviewer is in the unique position of being able to integrate all
the information and impressions obtained about the applicant from
all sources; application form, preliminary interviews, test scores, and
background checks. The interview permits deep probing into the
person’s home and family background, education, previous work
experience, avocation, and other pertinent area.
THE SELECTION INTERVIEW
Objectives of the Selection Interview
The goals of selection interviewers can be grouped into three broad
categories.
First, the interviewer seeks to obtain enough knowledge about candidate
to determine whether they are suitable for employment in the organization
and for the particular job under consideration.
Employment is a two-way proposition. Now only is the employer choosing
an employee, but also the job seeker is choosing an employer. Therefore,
the interview has as a second purpose tor the giving of sufficient
information about the organization, the job, and the people such that the
applicant is able to make an intelligent decision on acceptance or rejection
of the job if it should be offered. The third goal of an interviewing situation
is to deal with the candidate in such a manner as to maintain and create
good will toward the company and its management.
TYPES OF SELECTION INTERVIEWS
Interviews

Preliminary Selection Decision-making

Interview Interview Interview

Technical Stress Situational Behavior

Interview Interview Interview Interview
SUB-TYPE OF SELECTION INTERVIEW
• Technical interview (Job-related interview)
▫ A series of job-related questions that focus on relevant past job-related
behaviors.
• Stress interview
▫ A lot of job require to bear stress and pressure on work to meet deadlines
and targets. Questions are asked from candidate to make the applicant
uncomfortable with occasionally rude questions that supposedly to spot
sensitive applicants and those with low or high stress tolerance.
• Situational interview
▫ A series of job-related questions that focus on how the candidate would
behave in a given situation.
• Behavioral interview
▫ A series of job-related questions that focus on how they reacted to actual
situations in the past.
 © 2005 Prentice
Hall Inc. All
7–59 rights reserved.
STRUCTURED INTERVIEWS

Figure 7–1b

Source: Copyright 1992. The Dartnell Corporation, Chicago, IL. Adapted with permission.
DESIGNING AND CONDUCTING THE
EFFECTIVE INTERVIEW

▫ Designing and conducting the effective interview

 The structured situational interview
 Step 1: Job analysis
 Step 2: Rate the job’s duties
 Step 3: Create interview questions / answers
 Step 4: Appoint the interview panel and
 Step 5: Conduct the interviews
THE INTERVIEW PROCESS

Job analysis

Rate the job’s duties

Create interview questions/ answer

Appoint Interview Panel

Conduct of Interview
THE LIMITATION OF INTERVIEWS
The major defect of the interview is its subjectively. The decisions
made by the interviewer are based upon his or her opinion, and that
opinion is subject to bias and prejudice. Two interviewers may
interview the same candidate and come up with different
evaluations.
Many attributes cannot be measured by an interview. Intelligence,
abilities, manual skills, creativity, strength, health, and many other
factors, can be measured more appropriately by other devices.

However, numerous research studies have shown that when

combined with other selection techniques, interviews that are
conducted by properly trained personnel under the proper
conditions do have a very positive significant predictive value.
INTERVIEWING MISTAKES
• Snap judgment
• The tendency for interviewers to jump to conclusions—make
snap judgments—about candidates during the first few
minutes of the interview.
• Cultural noise
• The phenomenon of interpreting and judging by standards
inherent to one's own culture. The phenomenon is
sometimes considered a problem central to social and
human sciences such as
economics, psychology, anthropology, and sociology.
• Personal bias
• unfavorable information about an applicant influences
interviewers more than does positive information.
INTERVIEWING MISTAKES

• decisions based on incorrect stereotypes of

what a good applicant is.
• Candidate-order error
 An error of judgment on the part of the
interviewer due to interviewing one or more
very good or very bad candidates just before the
interview in question.
• Misunderstanding the job
 Not knowing precisely what the job entails and
what sort of candidate is best suited causes
interviewers to make
Sajjadmubin@yahoo.com
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