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Tools for Successful Selection

Tools for Successful Selection. Interviews. The Paradox of Interviews. The most widely-used hiring tool among practitioners Yet are widely criticized by researchers unreliable susceptible to bias poor validity. Why are Interviews So Popular?. Problems with Interviews. Reduces reliability

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Tools for Successful Selection

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  1. Tools for Successful Selection Interviews

  2. The Paradox of Interviews • The most widely-used hiring tool among practitioners • Yet are widely criticized by researchers • unreliable • susceptible to bias • poor validity

  3. Why are Interviews So Popular?

  4. Problems with Interviews • Reduces reliability • Opportunity for disparate treatment • Questions often aren’t job related Lack of structure/standardization

  5. Problems with Interviews • Positive or negative • Unintended or intentional • Physical attractiveness; similarity • What you ask, how you interpret, non-verbal cues, self-fulfilling prophecy Opportunity for bias

  6. Problems with Interviews • Nervousness • Coaching • Faking Interview behavior may not reflect KSAs

  7. Legal Status of Interviews • Not widely litigated • But potential for adverse impact is high • Courts have been concerned about subjectivity and lack of structure • subjective procedures now subject to closer scrutiny (Watson v. Ft. Worth Bank & Trust, 1988) • Questions may be used to infer discriminatory intent if not job-related

  8. Recommendations • Assess the candidate • Provide an RJP • Convince the applicant to accept a position • Marketing of the company Determine the primary purpose of interview

  9. Recommendations • Focus on KSAs for which interviews are best suited • 3 - 4 KSAs in an hour interview Limit the scope of interviews

  10. Recommendations • Prior information --> first impression effect • which reduces reliability and validity • Limit to information that is relevant to the job and to the interview • e.g., should not be aware of test scores Limit the amount of pre-interview information

  11. Recommendations Use Structured Interviews • Pre-planned, standardized questions • Focus on behavior, not traits • Standardized rating system

  12. Types of Structured Interviews • Behavior Description interviewing • How have you handled situations before? • Situational interviewing • How would you respond to hypothetical job situation? • Case interviews • Can you demonstrate reasoning skills in logic puzzle questions?

  13. Benefits of Structured Interviews • Increases job relatedness • Ensures that interviewers are aware of KSAs • Also easier to document if needed • Reduces disparate treatment and increases reliability • Reduces problems of coaching

  14. Recommendations • Interviews are to gather information, • Decision making should be based on complete set of information Don’t make decisions during the interview

  15. Recommendations Train interviewers • Awareness of KSAs for the job • Awareness of biases • Listening skills • Illegal questions • How to put interviewee at ease

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