Testing , Selecting Candidates & Interview practices Lecture 6 Interviews Based on Ch. 6 and 7 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Selecting Candidates The purpose of this lecture is to explain how to use various tools to select the best candidates for the job. The main topics covered include the selection process, basic testing techniques, background and reference checks, Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Todays tutorial Todays tutorial you will have an opportunity to check out/ test your understanding of Chapter 3 & 5 which you promised to revise over the weekend . Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Tomorrows Tutorial Read Ch 8 and think about this In your LSGS chose one of the following ‘learning’ tasks Explain the steps involved in developing a instruction training sheet see table 8.1 How to ride a bike? How to swim? How to do a student presentation ?  now develop a job instruction sheet for it. Present your instructions to your tutor . Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Selecting Candidates Once you review your applicants’ résumés, the next step is selecting the best candidates for the job. This usually means narrowing down the applicant pool by using the appropriate screening tools. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Getting the right person Nothing is more important than hiring the right employees. It is important for three main reasons: performance, costs, and legal obligations. Avoiding negligent hiring claims means taking “reasonable steps” to avoid hiring employees with criminal records or other problems who commit crimes or other acts for which the employer can be held liable Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Why Careful Selection is Important Human Resources Management 12e Gary Dessler Why Careful Selection is Important Organizational performance Costs of recruiting and hiring The Importance of Selecting the Right Employees Legal obligations and liability Once you review your applicants’ résumés, the next step is selecting the best candidates for the job. This usually means whittling down the applicant pool by using the screening tools we cover in this chapter. Nothing is more important than hiring the right employees. It is important for three main reasons: performance, costs, and legal obligations. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Avoiding Negligent Hiring Claims Human Resources Management 12e Gary Dessler Avoiding Negligent Hiring Claims Carefully scrutinize information on employment applications. Get written authorization for reference checks, and check references. Save all records and information about the applicant. Reject applicants for false statements or conviction records for offenses related to the job. Balance the applicant’s privacy rights with others’ “need to know.” Take immediate disciplinary action if problems arise. Avoiding negligent hiring claims means taking “reasonable steps” to avoid hiring employees with criminal records or other problems who commit crimes or other acts for which the employer can be held liable. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Testing A test is, basically, a sample of a person’s behavior. Using a test (or any selection tool) assumes the tool is both reliable and valid. Few things illustrate evidence-based HR—the deliberate use of the best-available evidence in making decisions about the human resource management practices you are focusing on—as do checking for reliability and validity. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Basic Testing Concepts Human Resources Management 12e Gary Dessler Basic Testing Concepts Reliability Describes the consistency of scores obtained by the same person when retested with the identical or alternate forms of the same test. Are test results stable over time? Validity Indicates whether a test is measuring what it is supposed to be measuring. Does the test actually measure what it is intended to measure? A test is, basically, a sample of a person’s behavior. Using a test (or any selection tool) assumes the tool is both reliable and valid. Few things illustrate evidence-based HR—the deliberate use of the best-available evidence in making decisions about the human resource management practices you are focusing on—as do checking for reliability and validity. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Testing In the Rorschach Test sample in Figure 6-1 which follows , the psychologist asks the person to explain how he or she interprets an ambiguous picture. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler FIGURE 6–1 A Slide from the Rorschach Test In the Rorschach Test sample in Figure 6-1, the psychologist asks the person to explain how he or she interprets an ambiguous picture. In such projective tests, it is more difficult to prove that the tests are measuring what they are said to measure, in this case, some trait of the person’s personality—that they’re valid. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

What do you see ? What do you see? Write down a word in English - Discuss with the person sitting beside you –what do they see ? Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

What do you see? In such projective tests, it is more difficult to prove that the tests are measuring what they are said to measure, in this case, some trait of the person’s personality—that they’re valid. In employment testing, there are two main ways to demonstrate a test’s validity: criterion validity and content validity. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Validity Criterion validity means demonstrating that those who do well on the test also do well on the job, and that those who do poorly on the test do poorly on the job. In psychological measurement, a predictor is the measurement (in this case, the test score) that you are trying to relate to a criterion, such as performance on the job. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Validity Employers demonstrate the content validity of a test by showing that the test constitutes a fair sample of the job’s content. The basic procedure here is to identify job tasks that are critical to performance, and then randomly select a sample of those tasks to test. Anyone using tests (or test results) should know something about validation. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler Types of Validity Criterion validity Content validity Types of Test Validity In employment testing, there are two main ways to demonstrate a test’s validity: criterion validity and content validity. Criterion validity means demonstrating that those who do well on the test also do well on the job, and that those who do poorly on the test do poorly on the job. In psychological measurement, a predictor is the measurement (in this case, the test score) that you are trying to relate to a criterion, such as performance on the job. Employers demonstrate the content validity of a test by showing that the test constitutes a fair sample of the job’s content. The basic procedure here is to identify job tasks that are critical to performance, and then randomly select a sample of those tasks to test. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

How to Validate a Test The validation process consists of the five steps Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Evidence-Based HR: How to Validate a Test Human Resources Management 12e Gary Dessler Evidence-Based HR: How to Validate a Test Steps in Test Validation 1 2 Analyze the Job: predictors and criteria 3 Choose the Tests: test battery or single test 4 Administer the Test: concurrent or predictive validation Anyone using tests (or test results) should know something about validation. The validation process consists of the five steps listed in the slide. 5 Relate Your Test Scores and Criteria: scores versus actual performance Cross-Validate and Revalidate: repeat Steps 3 and 4 with a different sample Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Guidelines Table 6-1 which follows summarizes important testing guidelines, such as “use tests as supplements.” Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler TABLE 6–1 Testing Program Guidelines Use tests as supplements. Validate the tests. Monitor your testing/selection program. Keep accurate records. Use a certified psychologist. Manage test conditions. Revalidate periodically. Table 6-1 summarizes important testing guidelines, such as “use tests as supplements.” Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Tests Firms test applicants for basic skills (defined as the ability to read instructions, write reports, and do arithmetic adequate to perform common workplace tasks). Many others require employees to take job skills tests and require some form of psychological measurement. Employers don’t use tests just to find good employees, but also to screen out bad ones. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

How Do Employers Use Tests at Work? Human Resources Management 12e Gary Dessler How Do Employers Use Tests at Work? Major Types of Tests Basic skills tests Job skills tests Psychological tests Why Use Testing? Increased work demands = more testing Screen out bad or dishonest employees Reduce turnover by personality profiling Firms test applicants for basic skills (defined as the ability to read instructions, write reports, and do arithmetic adequate to perform common workplace tasks). Many others require employees to take job skills tests and require some form of psychological measurement. Employers don’t use tests just to find good employees, but also to screen out bad ones. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Computerized /online testing Computerized and/or online testing is increasingly replacing conventional paper-and-pencil and manual tests. Many firms have applicants take online or offline computerized tests—sometimes by phone, using the touch-tone keypad, sometimes online—to prescreen applicants quickly prior to more in-depth interviews and background checks. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Computerized and Online Testing Human Resources Management 12e Gary Dessler Computerized and Online Testing Online tests Telephone prescreening Offline computer tests Virtual “inbox” tests Online problem-solving tests Types of Tests Specialized work sample tests Numerical ability tests Reading comprehension tests Clerical comparing and checking tests Computerized and/or online testing is increasingly replacing conventional paper-and-pencil and manual tests. Many firms have applicants take online or offline computerized tests—sometimes by phone, using the touch-tone keypad, sometimes online—to prescreen applicants quickly prior to more in-depth interviews and background checks. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Tests Cognitive tests include tests of general reasoning ability (intelligence) and tests of specific mental abilities like memory and inductive reasoning. Tests of motor and physical abilities measure motor abilities, such as finger dexterity, manual dexterity, and reaction time. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Tests Personality tests measure basic aspects of an applicant’s personality, such as introversion, stability, and motivation. Achievement tests measure what someone has learned. Most of the tests you take in school are achievement tests. They measure your “job knowledge” in areas like economics, marketing, or human resources. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler Types of Tests Cognitive abilities Motor and physical abilities Personality and interests What Different Tests Measure Current achievement Cognitive tests include tests of general reasoning ability (intelligence) and tests of specific mental abilities like memory and inductive reasoning. Tests of motor and physical abilities measure motor abilities, such as finger dexterity, manual dexterity, and reaction time. Personality tests measure basic aspects of an applicant’s personality, such as introversion, stability, and motivation. Achievement tests measure what someone has learned. Most of the tests you take in school are achievement tests. They measure your “job knowledge” in areas like economics, marketing, or human resources. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Big 5 Industrial psychologists often focus on the “big five” personality dimensions: extraversion, emotional stability/neuroticism, agreeableness, conscientiousness, and openness to experience. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler The “Big Five” Extraversion Emotional stability/ Neuroticism Agreeableness Openness to experience Conscientiousness Industrial psychologists often focus on the “big five” personality dimensions: extraversion, emotional stability/neuroticism, agreeableness, conscientiousness, and openness to experience. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Testing With work samples, examinees are presented with situations representative of the job for which they’re applying, and are evaluated on their responses. Experts consider these (and simulations, like the assessment centers we also discuss in this section) to be tests. However, they differ from most test forms, because they measure job performance directly. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Work Samples and Simulations Human Resources Management 12e Gary Dessler Work Samples and Simulations Work samples Management assessment centers Video-based situational testing Measuring Work Performance Directly Miniature job training and evaluation With work samples, examinees are presented with situations representative of the job for which they’re applying, and are evaluated on their responses. Experts consider these (and simulations, like the assessment centers we also discuss in this section) to be tests. However, they differ from most test forms, because they measure job performance directly. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Background Investigation To avoid negligent hiring mistakes, employers must check the candidate’s background thoroughly. Most employers check and verify the job applicant’s background information and references. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Background Investigations and Other Selection Methods Human Resources Management 12e Gary Dessler Background Investigations and Other Selection Methods Investigations and Checks Reference checks Background employment checks Criminal records Driving records Credit checks Why? To verify factual information provided by applicants To uncover damaging information To avoid negligent hiring mistakes, employers must check the candidate’s background thoroughly. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Background Investigations and Reference Checks Human Resources Management 12e Gary Dessler Background Investigations and Reference Checks Former Employers Current Supervisors Written References Social Networking Sites Commercial Credit Rating Companies Sources of Information Most employers check and verify the job applicant’s background information and references. Commonly verified data include legal eligibility for employment (in compliance with immigration laws), dates of prior employment, military service (including discharge status), education, identification (including date of birth and address to confirm identity), county criminal records (current residence, last residence), motor vehicle record, credit, licensing verification, Social Security number, and reference check. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Graphology Graphology refers to the use of handwriting analysis to determine the writer’s basic personality traits. Graphology has some resemblance to projective personality tests, although graphology’s validity is highly suspect. According to a graphologist, the writing in Figure 6-9 which follows exemplifies traits such as “independence” and “isolation.” Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler FIGURE 6–9 “The Uptight Personality” Graphology refers to the use of handwriting analysis to determine the writer’s basic personality traits. Graphology has some resemblance to projective personality tests, although graphology’s validity is highly suspect. According to a graphologist, the writing in Figure 6-9 exemplifies traits such as “independence” and “isolation.” Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Question Selection tests should be used as supplements to other tools like interviews and background checks. Answer: true or false Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Answer Answer TRUE Explanation: Tests should serve as supplemental tools in the selection process in addition to interview and background checks. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Question There are five steps in the validation process beginning with analyzing the job and concluding with administering the test. Answer:  true or false Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Answer Answer FALSE Explanation: Although the first step of the validation process begins with job analysis, the last step is revalidating. Administering the test is the third step. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Question A reliable test is one that yields consistent scores when a person takes two alternate forms of the test or when he or she takes the same test on two or more different occasions. Answer: true or false Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Answer Answer TRUE Explanation: Reliability of a test refers to its consistency. Therefore, when a person takes two alternate forms of the test or when he or she takes the same test on two or more different occasions and earns similar scores, the test is most likely reliable. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Interviews at Work Managers use several interviews at work. For example, an appraisal interview is a discussion, following a performance appraisal, in which supervisor and employee discuss the employee’s ratings and possible remedial actions. When an employee leaves a firm, one often conducts an exit interview. This aims at eliciting information that might provide some insight into what’s right or wrong about the firm. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Basic Types of Interviews Human Resources Management 12e Gary Dessler Basic Types of Interviews Selection Interview Appraisal Interview Exit Interview Types of Interviews Managers use several interviews at work. For example, an appraisal interview is a discussion, following a performance appraisal, in which supervisor and employee discuss the employee’s ratings and possible remedial actions. When an employee leaves a firm, one often conducts an exit interview. This aims at eliciting information that might provide some insight into what’s right or wrong about the firm. Many techniques in this chapter apply to appraisal and exit interviews. However, we’ll postpone a fuller discussion of these two interviews until Chapters 9 and 10 and focus here on selection interviews. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Interviews We can classify selection interviews according to: 1. How structured they are 2. Their “content”—the types of questions they contain 3. How the firm administers the interviews Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Interviews In unstructured (or nondirective) interviews, the manager follows no set format. A few questions might be specified in advance. Most selection interviews fall in this category. In structured (or directive) interviews, the employer lists job-oriented questions ahead of time, and possible predetermined answers for appropriateness and scoring. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Selection Interview Structure Human Resources Management 12e Gary Dessler Selection Interview Structure Interview structure Interview administration Selection Interview Characteristics Interview content We can classify selection interviews according to: 1. How structured they are 2. Their “content”—the types of questions they contain 3. How the firm administers the interviews Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Selection Interview Formats Human Resources Management 12e Gary Dessler Selection Interview Formats Unstructured (nondirective) interview Structured (directive) interview Interview Structure Formats In unstructured (or nondirective) interviews, the manager follows no set format. A few questions might be specified in advance. Most selection interviews fall in this category. In structured (or directive) interviews, the employer lists job-oriented questions ahead of time, and possible predetermined answers for appropriateness and scoring. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Interviews We can also classify interviews based on the “content” or the types of questions asked in the interview. At work, situational, behavioral, and job-related questions are most important. Employers also administer interviews in various ways: one-on-one or by a panel of interviewers; sequentially or all at once; and computerized or personally. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Interview The interview holds an key place in the hiring process: If done poorly, it’s generally not too useful. If done properly, then the interview can be a much better predictor of performance than previously thought and is comparable with many other selection techniques. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler Interview Content Situational interview Behavioral interview Job-related interview Types of Questions Asked Stress interview We can also classify interviews based on the “content” or the types of questions asked in the interview. At work, situational, behavioral, and job-related questions are most important. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Administering the Interview Human Resources Management 12e Gary Dessler Administering the Interview Unstructured sequential interview Panel interview Phone interviews Video/Web-assisted interviews Computerized interviews Mass interview Structured sequential interview Ways in Which Interview Can be Conducted Employers also administer interviews in various ways: one-on-one or by a panel of interviewers; sequentially or all at once; and computerized or personally. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Three Ways to Make the Interview Useful Human Resources Management 12e Gary Dessler Three Ways to Make the Interview Useful Structure the interview to increase its validity Carefully choose what sorts of traits are to be assessed Beware of committing interviewing errors Making the Interview Useful The interview holds an ironic place in the hiring process: If done poorly, it’s generally not too useful. If done properly, then the interview can be a much better predictor of performance than previously thought and is comparable with many other selection techniques. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Interview Errors The next slide summarizes potential interviewing errors to avoid: • First impressions (snap judgments) • Not clarifying what the job involves and requires • Candidate-order error and pressure to hire • Nonverbal behavior and impression management • The effects of interviewees’ personal characteristics • The interviewer’s inadvertent behavior Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

What Can Undermine An Interview’s Usefulness? Human Resources Management 12e Gary Dessler What Can Undermine An Interview’s Usefulness? Nonverbal behavior and impression management Applicant’s personal characteristics Interviewer’s inadvertent behavior Factors Affecting An Interview’s Usefulness First impressions (snap judgments) Interviewer’s misunderstanding of the job Candidate-order (contrast) error and pressure to hire This slide summarizes potential interviewing errors to avoid: • First impressions (snap judgments) • Not clarifying what the job involves and requires • Candidate-order error and pressure to hire • Nonverbal behavior and impression management • The effects of interviewees’ personal characteristics • The interviewer’s inadvertent behavior Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Structured Interviews In creating structured situational interviews, people familiar with the job develop questions based on the job’s actual duties. They then reach consensus on what are and are not acceptable answers. The procedure is as outline in the next slide Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

How to Design and Conduct An Effective Interview Human Resources Management 12e Gary Dessler How to Design and Conduct An Effective Interview The Structured Situational Interview Use either situational questions or behavioral questions that yield high criteria-related validities. Step 1: Analyze the job. Step 2: Rate the job’s main duties. Step 3: Create interview questions. Step 4: Create benchmark answers. Step 5: Appoint the interview panel and conduct interviews. In creating structured situational interviews, people familiar with the job develop questions based on the job’s actual duties. They then reach consensus on what are and are not acceptable answers. The procedure is as outline in this slide. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

How to Conduct a More Effective Interview Human Resources Management 12e Gary Dessler How to Conduct a More Effective Interview Being Systematic and Effective 1 3 2 Know the job. 4 Structure the interview. 5 Get organized. 6 Establish rapport. 7 Ask questions. 8 You may not have the time or inclination to create a full-blown, structured situational interview. However, there is still a lot you can do to make your interviews more systematic and effective. Take brief, unobtrusive notes. Close the interview. Review the interview. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Creating Effective Interview Structures Human Resources Management 12e Gary Dessler Creating Effective Interview Structures Base questions on actual job duties. Use job knowledge, situational or behavioral questions, and objective criteria to evaluate interviewee’s responses. Use the same questions with all candidates. Use descriptive rating scales (excellent, fair, poor) to rate answers. If possible, use a standardized interview form. Any structuring is usually better than none. If pressed for time, you can do several things to ask more consistent and job-relevant questions, without developing a full-blown structured interview. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Structured Interviews In creating structured situational interviews, people familiar with the job develop questions based on the job’s actual duties. They then reach consensus on what are and are not acceptable answers. A manager can use an interview evaluation form to compile his or her impressions of an applicant. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Using a Streamlined Interview Process Human Resources Management 12e Gary Dessler Using a Streamlined Interview Process Conduct the interview Have a plan Follow your plan Match the candidate to the job Prepare for the interview Knowledge and experience Motivation Intellectual capacity Personality factor Formulate questions to ask in the interview Intellectual factor Motivation factor Knowledge and experience factor Managers are busy people who may not always have the time or inclination to follow all of the interview steps suggested thus far. If so, here, from one employment expert, is a streamlined approach that may come in handy. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler FIGURE 7–4 Interview Evaluation Form A manager can use an interview evaluation form such as the one in Figure 7-4 to compile his or her impressions of an applicant. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Guidelines for Interviewees Human Resources Management 12e Gary Dessler Guidelines for Interviewees Preparation is essential. Uncover the interviewer’s real needs. Relate yourself to the interviewer’s needs. Think before answering. Remember that appearance and enthusiasm are important. Make a good first impression. Ask questions. Before you get into a position where you have to interview others, you will probably have to navigate some interviews yourself. It’s therefore useful to apply these guidelines to navigating your own interviews. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler FIGURE 7–A1 Structured Interview Guide Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler FIGURE 7–A1 Structured Interview Guide (cont’d) Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Human Resources Management 12e Gary Dessler FIGURE 7–A1 Structured Interview Guide (cont’d) Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Question When an interview is used to predict future job performance on the basis of an applicant's oral responses to oral inquiries, it is called a(n) ________ interview. A) verbal B) group C) selection D) benchmark E) background Answer: Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Answer Answer C Explanation: Selection interviews are designed to predict future job performance based on the applicant's oral responses to oral inquiries. Interviews may be one-on-one or may be conducted in group settings. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Question 8) Which of the following is the primary disadvantage of using structured interviews during the employee selection process? A) higher potential for bias B) limited validity and reliability C) inconsistency across candidates D) reduced ability to withstand legal challenge E) reduced opportunities for asking follow-up questions Answer Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Answer Answer E Explanation: Structured interviews when followed blindly limit the interviewer's chance to ask follow-up questions. Structured interviews are typically reliable, valid, consistent, and have a lower potential for bias. As a result, they have a greater ability to withstand legal challenges. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall