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Human Resource Management 2 Selection interviewing

This article explores the importance of selection interviews in the wider organizational context of Human Resource Management. It provides an overview of best practices, preparation, interview structure, and methods. Additionally, it discusses recent research findings on the effectiveness of interviews and the impact of face-to-face interactions.

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Human Resource Management 2 Selection interviewing

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  1. Human Resource Management 2Selection interviewing Nick Kinnie

  2. Objectives • Place selection techniques within their wider organisational context: best practice, best fit and best process • Best process: recap the importance of face-to-face skills and types of interactions • 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. Introduction: selection techniques within the wider organisational context • Human Resource Advantage: human capital advantage (people and practices) and organisational process advantage (implementation) • HCA: • Best practice approach – set of practices which will always produce superior results (text book approach) • Best fit – success depends on the context – egs of selection interviews (Kinnie et al (2006))

  4. Organisational Process advantage • Depends partly on the skill of the line manger when implementing the practice • Impact on the experience of the employee and their subsequent attitudes and behaviour • Concept of ‘best process’ • Not just the formal design of the practices – but the preferred ways of carrying out particular practices – taking account of the context • Expect that practical exercise will illustrate these differences

  5. ‘Best Process’: 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 (Torrington et al (2005)

  6. ‘Best process’: 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

  7. 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

  8. Context of the selection interview: the resourcing model Cognitive 1 2 3 1 2 3 4 Employer Behavioural Cognitive 1 2 1 2 3 4 5 Employee Behavioural Recruitment Selection Retention

  9. 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

  10. 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

  11. 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

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

  13. 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), Harris, M. (1989) Cook, M. (1998))

  14. Selection interviews in practice • Context of the interview – the employment model • Preparation for the interview • Interview structure • Interview strategy – types of questions • Interview methods

  15. 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

  16. 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

  17. Interview structure • Opening • Put candidate at ease • Set the context and explain plan • Preliminary assessment – by both parties • Middle • Biographical – check information and fill gaps • Competence based – systematic comparison • Problem solving • Closing • Future actions – timetable, communications

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

  19. Interview strategy – types of questions • Biographical – evidence from career/cv – identify motives and decision making criteria • Competency based – evidence of past behaviour related to post • Problem solving – ability to make decisions and analyse problems – related to the job • Importance of relationship/rapport – employer branding - stress interviews

  20. 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

  21. Conclusions • Recruitment and selection are vital to the success of the organisation • Combination of best fit and best process likely to be most suitable • Structured interviews in combination with other selection techniques are most effective • Success depends on training and support, preparation, careful implementation, review and evaluation

  22. Recruitment methods by sector (% of organisation using each technique in 2005) CIPD Recruitment, Retention and Turnover, London CIPD, (2006:9)

  23. Recruitment methods by sector (% of organisation using each technique in 2005) CIPD Recruitment, Retention and Turnover, London CIPD, (2006:9)

  24. Hearing from someone who worked there Reply to an advertisement Direct application Private employment agency Job centre Other Men Women 30% 25% 25% 31% 14% 17% 10% 10% 9% 8% 12% 9% Methods of obtaining a job Labour market trends (2002), Labour market spotlight, August

  25. Selection methods (% of organisation in 2005) CIPD Recruitment, Retention and Turnover,, London CIPD, (2006:11)

  26. Accuracy of Selection Methods Source: Adapted from Robertson I and Smith M. ‘Personnel selection’, Journal of Occupational and Organizational Psychology, Vol.74, No.4, 2001 pp441-472

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