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Traditional job interviews have demonstrated low validity and reliability, and are a relatively expensive method of personnel selection. Recommend steps that organizations can take to avoid these pitfalls. Your response should be at least 75 words in length. You are required to use at least your textbook as source material for your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.

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lnterviewing is one HR function th

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almost all managers are involved
with at some point. Here are some
tips for conducting interviews that
identify the best candidates

:

. Be prepared-Make sure the
place where you interview i

s

accessible and comfortable
for you and the candidate.
Read the candidate’s r6sum6
and other paperwork ahead
of time, to avoid asking for
information that has already
been provided. Prepare a list
of questions, as well as infor-
mation about the company’s
history, culture, and other
details the candidate might be
interested in knowing.

t Put the applicant at ease- A
nervous or cautious job candi-
eate !’!’:ay not show his or her
es. qua\itres. Express your
appreciation tor the candr-
date’s time, and let the person
know you’re glad to meet him

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or her. Briefly explain what to
expect during the interview.

. Ask about past behaviors-
Talking about specific events
makes it harder for a candidate
to focus on guessing what the
interviewer wants to hear, and
the answers give clues about
what the candidate will do in
new situations. For examPle,
depending on the type of job,
you might ask, “Ptease telt
me about a time when you
received a customer comPlaint
and how you handled it,” or
“This job involves tight dead-
lines; could you tell me about
a time when you faced a dif-
ficult deadtine?”

. Listen-fhe interview infor-
mation is only as good as the
interviewer’s ability to gather
it. Let the candidate do most
oi \he ta\krng, and par; atten-
tion to what is being said and
not said. lf a candidate sounds
vague or too good to be true,

ask follow-up questions to
gather details.

. Take nofes-As much as you
can without distracting Your-
self or the candidate, jot down
notes to remind you of keY
points. Also schedule 5 or 10
minutes after each interview for
writing down your impressions.

r At the end of the interview,
make sure the candidate
knows what to expect next-
for example, a phone call or
additional interviews within
the next week.

Sources: U.S. Department of Com-
merce, Minority Business Development
Agency, “Tips on How to SuccessfullY
tnterview Job Candidates,” November 17.

2009, raruw.mbda.gov; University o{ South

Carolina Division of.Human Resources,
“Tips on lnterviewing University Job

Applicants, ” http://hr.sc.eoi.r, accesseo’
March 23,2010; and Dun & Bradstreet,
“How to Conduct an E{iective Emp\oyee
lnterview,” Small Business Solutions,
http:l/smallbusiness.dnb.com, accessed
March 23,2010.

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Preparing to lnterview
Organizations can reap the greatest benefits from intervierving if they prepare care-
fully. A well-planned intervierv should be standardized, comfortable for the partici-
pants, and focused on the job and the organization. The interviewer should have a
cluiet place in rvhich to conduct interviervs r.vithout interruption. This person should
be trained in how to ask objective questions, u’hat subject matter to avoid, and how
to detect and handle his or her own personal biases or other distractions in order to
fairly evaluate candidates.

The interviewer should have enough documents to conduct a complete interview.
These should include a list of the questions to be asked in a sffuctured interview, with
pienty of space for recording the responses. When the questions are prepared, it is
also helpful to determine how the answers will be scored. For example, if questions
ask how interviewees would handle certain situations, consider what responses are
best in terms of meeting job requirements. If the job requires someone who motivates
others, then a response that shovrs motivating behavior rvould receive a higher score.
The interviewer also should have a copy of the interviewee’s employment application

177

178 PART 2 Acquiring and Preparing Human Resources

L*7 Explain how
employers carry out
the process of making
a selection decision

and r6sum6 to revierv before the interview and refer ro during the intervierv. If pi,-
sibie, the interviewer shouid also have printed inforrnation abour the organi:.li:-:,
and the job. Near rhe beginning of the intervieu’, it is a good idea ro go o\rer rhe :. :
specifications, organizational policies, and so on, so that the interviewee has a c1e::::
understanding of the organization’s needs.

The inten’iewer shor-rid schedule enough time to revieu,the job requirements, J:,,
cuss the inten’iew questions, and give the interviewee a chance to ask questions. T;
close, the interviewer should thank the candidate for corning and pro,,’ide information
about rvhat to expect-for exanple, that the organization *,ili contact a {eu, finalists
rvithin the next two weeks or that a decision will be rnade by the end of the week.

Seleeticn Seeisisns
After revier.ving applications, scoring tests, conducting interviews, and checking ref-
erences, the organization needs to make decisions about which candidates ro place in
nhich jobs. ln practice, most organizations find more than one qualified capdiiiate
to fill an open position. The selection decision typically con-rbines ranking based on
objective criteria along with subjective judgments about which candiclare rvill make
the grea rest contribr r tion

How Organizations Select Employees
The selection decision should not be a simpie matter of u’hom rhe supervisor likes
best or lvhich candidate u’ill take the lowesr offer. Also, as the “HR oopsr” box
emphasizes, job candidates, confidence does not necessarily mean they are compe-
tent. Rather, the people rnaking the selection shouid look for the best fit betu’een
candidate and position. ln general, the person’s perforrnance rvill resr-rlt from a combi-
nation of ability and motivation. Often, the selection is a choice an’rong a ferv people
who possess the basic qualifications. The decision makers therefore have to decide
lvhich of those people have the best combination of ability and rnotivation to fit in
the position and in the organization as a r,vhole.

The usual process for arriving at a selection decision is to gradually narrow the pool
of candidates for each job. This approach, called the multiple-hurdle model, is
based on a process such as the one shorvn earlier in Figure 6.1 . Each srage of the process
is a hurdle, and candidates u’ho overcome a hurdle continue ro the next stage of the
process. For example, the organization reviews applications and/or r6sum6s of all can-
didates, conducts some tests on those who meet minimum requirements, conducts ini-
tial inten’iervs rvith those who had the highest test scores, follows up wirh additional
intervielvs or testing, and then selects a candidate ftom rhe few who survived rhis pro-
cess. Another, more expensive alternative is to take most applicants through all steps
of the process and then to review all the scores to find the most desirable candidares.
With this alternative, decision makers may use a compensatory model, in which
a very high score on one type of assessment can make up for a low score on another.

Whether the organization uses a multiple-hurdle model or conducts the same
assessments on ail candidates, the decision maker(s) needs criteria for choosing
among quallfied candidates. An obvious strategy is to select rhe candidates who score
highest on tests and interviews. Horvever, employee performance depends on moti-
vation as r’vell as ability. It is possibie that a candidate who scores very high on an
ability test rnight be “overqualified”-that is, rhe employee mighr be bored by the
job the organization needs to fill, and a less-able employee might actually be a better
fit. Similarly, a highly motivated person migl-rt learn sorr-re kinds of jobs very qr-rickly,

Multiple-tlurdle tulodel
Process of arriving at
a selection decision
by eliminating some
candidates at each
stage of the selection
pr0c ess.

Cornpensatory Model
Process of arrlving at
a selection decision
in which a very high
score on one type of
assessment can make
up for a low score on
another.

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