Transcript Selection interviewing

HRM2
Selection interviewing
Nick Kinnie
Introduction: aims
• Understand the importance of face-to-face skills
and types of interactions - recap
• Identify the purpose of the selection interview
• Understand the research findings into the
effectiveness of interviews
• Explain the key practical aspects of selection
interviews
– Preparation
– Interview context, strategy, structure and methods
• Prepare for the practical exercise
2
Face-to-face interactions
• Forms of communication – verbal and
non-verbal
• Barriers to effective interactions
• Types of interaction: enquiry, exposition,
joint problem solving and conflict
resolution
3
Types of interaction
Enquiry
Exposition
Selection
Attitude survey
Health screening
Joint problem solving
Presentation
Lecture
Briefing
Conflict resolution
Appraisal
Counselling
Discipline
Negotiation
Arbitration
Torrington et al (2005: 71)
4
Face-to-face skills
• Defining the situation – setting the tone
• Listening skills – tone of voice, giving attention
• Questioning skills – types of questions, multiple
questions, forbidden questions
• Feedback skills – summarising, empathising and
non verbal communication
5
Purpose of selection interviews
• Allow two way interaction and decision making
to take place – within the context of the
resourcing model and employer branding
• Collect information
• Provide information
• Human and ritualistic aspects
6
Context of the selection interview:
the resourcing model
Employer
Cognitive
1
2
3
1
2
3
4
Behavioural
Employee
Cognitive
1
2
1
2
3
4
5
Behavioural
Recruitment
Selection
Retention
7
Selection interview – traditional
criticisms
• Low reliability among interviewers
• Expectancy effect
• Primacy – preparation and initial impression – effects
lead to quick decisions during the interview Interviews
become confirmatory exercises
• Stereotyping, prototyping and halo and horns effect
• Physical appearance influences interviewers
8
Criticisms continued
• Non-verbal cues influence interviewers
• More weight given to negative influence
• Similarity effects also bias judgements
• Interviews suffer information overload and
have poor recall
9
What does more recent research
tell us about effective interviews?
• Structured interviews, especially panel
interviews, improve reliability and validity
• Interview needs to be part of a
combination of selection methods
• Importance of systematic use of evidence
from variety of parties
10
Effective interviews continued
• Select interviewers carefully
• Training improves reliability and validity
• Provide policy support and structured
guidance
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Effective interviews continued
• Fit between person and organisation likely to be
important especially in PSFs
• Two way nature of selection is important- especially
impact on applicants – especially in PSFs
• Follow up and evaluation is important but rare
(Judge et al (2000) The Employment Interview: A review of Recent Research and
Recommendations, Human resource Management Review, 19 (4) 383-406
Harris, M. (1989) Reconsidering the Employment interview: A review of recent Literature
and suggestions for future research Personnel Psychology 42 691-726
Cook, M. (1998) Personnel Selection Chapter 3)
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Accuracy of Selection Methods
1.0
perfect selection
0.65
intelligence tests and integrity tests
0.63
intelligence tests and structured interviews
0.60
intelligence tests and work sampling
0.54
work sample tests
0.51
intelligence tests
0.51
structured interviews
0.41
integrity tests
0.40
personality tests
0.37
assessment centres
0.35
biodata
0.26
references
0.18
years of job experience
0.10
years of education
0.02
graphology
13
Source: Adapted from Robertson I and Smith M. ‘Personnel selection’, Journal of Occupational and Organizational Psychology, Vol.74, No.4, 2001
pp441-472
The popularity of different selection methods by
sector (% of organisation using each technique)
Method used by
organisations
Overall
Manufactu
ring and
production
Voluntary
community
and not for
profit
Private
sector
services
Public
sector
services
Traditional
interview
66
79
52
71
42
Structured
interview (eg
critical incident)
38
41
18
45
20
Structured
incident (panel)
55
46
88
45
82
Competency
based interview
62
63
49
66
57
Telephone
interview
26
19
10
38
13
General ability
53
58
64
49
52
tests
CIPD Recruitment, Retention and Turnover: A Survey of UK and Ireland ,
London CIPD, 2004 p. 14
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Method used
by
organisations
Overall
Manufactu
ring and
production
Voluntary
community
and not for
profit
Private
sector
services
Public
sector
services
Literacy and/or
numeracy
tests
48
56
46
44
42
Tests for
specific skills
60
62
72
55
63
Online tests
(selection/self
selection)
6
4
3
9
4
Personality
questionnaires
46
53
34
48
36
Assessment
Centres
43
41
34
44
48
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Selection interviews in practice
• Context of the interview – the employment
model
• Preparation for the interview
• Interview strategy
• Interview structure
• Interview methods
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Interview preparation
• Examine to job description carefully – identify the key
characteristics and competencies in the job
• Plan the interview – decide on a structure – confer with
colleagues – importance of two-way process
• Study the CV/AF of the candidates
• Plan the timetable of other activities plus reception and
setting
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Structured interviews - benefits
• Structured vs unstructured interviews
• Systematic approach – criteria are explicit
• Comparisons are easier
• Multiple interviewers can agree on criteria
• Plan is clear to the interviewee and helps to
manage time
18
Interview strategy
• Frank and friendly
• Problem solving - hypothetical
• Biographical - behavioural
• Stress strategy
19
• Individual – dangers of interviewer bias
• Sequential – series of interviewers ideally
using a common prepared structure
• Panel – common in the public sector –
some dangers
20
Interview structure
• Opening
– Put candidate at ease
– Set the context and explain plan
– Preliminary assessment
• Middle
– Biographical – check information and fill gaps
– Competence based – systematic comparison
• Closing
– Future actions
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Interview methods
• Exercise control and direction
• Active listening is critical – use silence
• Use open, probing and follow up questions
• Avoid multiple, long and leading questions
• Taking notes – criteria based matrix
• Braking and closing
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