HRM2 Selection interviewing Nick Kinnie

2 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

3 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

4 Types of interaction Enquiry Selection Attitude survey Health screening Exposition Presentation Lecture Briefing Joint problem solving Appraisal Counselling Discipline Conflict resolution Negotiation Arbitration Torrington et al (2005: 71)

5 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

6 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

7 Context of the selection interview: the resourcing model Employer Employee RecruitmentSelectionRetention Cognitive Behavioural Cognitive Behavioural

8 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

9 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

10 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

11 Effective interviews continued Select interviewers carefully Training improves reliability and validity Provide policy support and structured guidance

12 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) Harris, M. (1989) Reconsidering the Employment interview: A review of recent Literature and suggestions for future research Personnel Psychology Cook, M. (1998) Personnel Selection Chapter 3)

13 Accuracy of Selection Methods 1.0perfect selection 0.65intelligence tests and integrity tests 0.63intelligence tests and structured interviews 0.60intelligence tests and work sampling 0.54work sample tests 0.51intelligence tests 0.51structured interviews 0.41integrity tests 0.40personality tests 0.37assessment centres 0.35biodata 0.26references 0.18years of job experience 0.10years of education 0.02graphology Source: Adapted from Robertson I and Smith M. ‘Personnel selection’, Journal of Occupational and Organizational Psychology, Vol.74, No.4, 2001 pp

14 The popularity of different selection methods by sector (% of organisation using each technique) Method used by organisations OverallManufactu ring and production Voluntary community and not for profit Private sector services Public sector services Traditional interview Structured interview (eg critical incident) Structured incident (panel) Competency based interview Telephone interview General ability tests CIPD Recruitment, Retention and Turnover: A Survey of UK and Ireland, London CIPD, 2004 p. 14

15 Method used by organisations OverallManufactu ring and production Voluntary community and not for profit Private sector services Public sector services Literacy and/or numeracy tests Tests for specific skills Online tests (selection/self selection) Personality questionnaires Assessment Centres

16 Selection interviews in practice Context of the interview – the employment model Preparation for the interview Interview strategy Interview structure Interview methods

17 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

18 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

19 Interview strategy Frank and friendly Problem solving - hypothetical Biographical - behavioural Stress strategy

20 Individual – dangers of interviewer bias Sequential – series of interviewers ideally using a common prepared structure Panel – common in the public sector – some dangers

21 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

22 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