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 interactionEnquiry

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

Em

plo

yer

Em

plo

yee

Recruitment Selection Retention

Cognitive

Behavioural

Cognitive

Behavioural

1 2 3

1 2 1 32

321

4

4

5

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) 383-406

Harris, M. (1989) Reconsidering the Employment interview: A review of recent Literature and suggestions for future research Personnel Psychology 42 691-726

Cook, M. (1998) Personnel Selection Chapter 3)

13

Accuracy of Selection Methods

1.0 perfect selection

0.65 intelligence tests and integrity tests

0.63 intelligence tests and structured interviews

0.60 intelligence tests and work sampling

0.54 work sample tests

0.51 intelligence tests

0.51 structured interviews

0.41 integrity tests

0.40 personality tests

0.37 assessment centres

0.35 biodata

0.26 references

0.18 years of job experience

0.10 years of education

0.02 graphology

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

14

The popularity of different selection methods by sector (% of organisation using each technique)

Method used by organisations

Overall Manufacturing and

production

Voluntary community and not for

profit

Private sector

services

Public sector

services

Traditional interview

66 79 52 71 42

Structured interview (eg critical incident)

38 41 18 45 20

Structured incident (panel)

55 46 88 45 82

Competency based interview

62 63 49 66 57

Telephone interview

26 19 10 38 13

General ability tests

53 58 64 49 52

CIPD Recruitment, Retention and Turnover: A Survey of UK and Ireland , London CIPD, 2004 p. 14

15

Method used by organisations

Overall Manufacturing and

production

Voluntary community and not for

profit

Private sector

services

Public sector

services

Literacy and/or numeracy tests

48 56 46 44 42

Tests for specific skills

60 62 72 55 63

Online tests (selection/self selection)

6 4 3 9 4

Personality questionnaires

46 53 34 48 36

Assessment Centres

43 41 34 44 48

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