Fundamental Principles of Selection Interviews: A Back to Basics Approach
15 April 2008
Read by 1807 persons
The Interview and Other Human Resources Management Functions
The effectiveness of an interview is directly related to the proper management of other human resources functions. This includes recruitment and, most importantly, selection, into which the interview is integrated.
Two other important HR functions are also referenced: firstly, job analysis, which provides a description and specifications of the offered position; and secondly, performance evaluation, which is essential for the interviewer to understand a candidate's work performance after selection. Performance evaluation is also used to adjust job specifications.
Absolute or Relative Evaluation
Ideally, an absolute, not relative, evaluation should be used to compare candidates during selection. This requires candidates to meet a minimum threshold. However, in some situations, a relative standard must be used, requiring a selection ratio.
The Interaction Between the Interview and Other Selection Tools
The interview is part of a selection process that provides the interviewer with the maximum amount of relevant data. Therefore, it usually takes place towards the end of the selection process.
The interviewer must use all information, whether from the interview or other selection tools, to synthesize it and predict the applicant's future success using a comprehensive evaluation sheet. The weight assigned to each selection method must also be considered.
The Popularity of the Interview
The interview is very popular in organizations as a selection tool. It remains the most commonly used method.
Reliability and Validity of the Selection Interview
There is some confusion in the literature regarding the reliability and validity of the interview as a selection tool. However, most authors indicate that the interview has not proven its reliability, and even less its validity for this purpose, although some more recent texts show more optimism.
The reliability of the interview poses fewer problems than its validity. Reliability is a necessary, but not sufficient, condition for validity. Reliability and validity are specific to certain situations and interviewers. Authors, however, provide several recommendations for improvement, including structuring the interview and using a selection panel.
Different Uses of the Interview
The organization must clearly identify the objectives it pursues by using the selection interview. Indeed, in addition to its main purpose, which is selection, the interview is also used for recruitment, public relations, and providing information to a candidate. The interviewer must recognize that the candidate is their client, implying they must be treated correctly.
The Output/Input Ratio
As with any management activity, the output/input ratio of using the interview is considered, at least informally. This logic also applies to the entire recruitment and selection process.
Optimal Interview Duration
Research does not indicate an optimal duration for an interview. Considering all its uses, common sense allows for setting a minimum, depending on the position offered, but no maximum. The costs involved also play a role.
Physical Environment
The interview should take place in a physical environment that takes into account the needs of both interviewees and interviewers, as well as the nature of the interview. As much as possible, all candidates should be placed in an identical environment.
Number of Interviewers
Literature generally states that a selection panel improves the reliability and validity of the interview. Sometimes, a series of individual interviews conducted by different interviewers is preferred. In both situations, interviewers decide by consensus.
Interviewer Profile and Approach
There is no ideal interviewer for all situations. A good interviewer only intervenes when dealing with positions they understand well. The validity of decisions varies depending on the interviewers.
The profile of an interviewer, in a broad sense, including their values, attitudes, and behaviors, influences their judgments and affects interviewees. Experienced interviewers rank interviewees in the same order, although they differ in the proportion they accept (selection ratio).
It seems that an interviewer is stable in their approach with different interviewees. Furthermore, the interviewer is responsible for their errors and acts under a certain amount of stress.
Interviewer Training
It is essential to train interviewers using available scientific data on selection interviews, while remaining aware of the limitations of such training.
Interviewee Training
It is essential to train interviewees, particularly those from disadvantaged groups, using available scientific data on selection interviews, while remaining aware of the limitations of such training.
Better preparation of applicants will force organizations to improve their entire selection process, including the interview.
Interview Structure
The interview should be conducted using a guide; therefore, it should be structured. This aims to improve the reliability of the technique, an essential condition for validity. The interviewer must have a standardized evaluation form to synthesize the information obtained.
Unstructured interviews should be avoided. They have a very low reliability coefficient, which limits their validity. The same applies, to a lesser extent, to semi-structured interviews, reserved only for certain professional interviewers.
Structured Interview Based on the Description of Future Behaviors
A fairly recent form of structured interview uses questions based on scenarios built from critical incidents related to the offered position. The interviewee must indicate what they would do in the future in such circumstances. The principle is that one must be able to describe how one will act before doing it.
Structured Interview Based on the Description of Past Behaviors
A fairly recent form of structured interview uses questions based on scenarios built from critical incidents related to the offered position. The interviewee must answer according to what they have done in the past in similar circumstances. The principle is that the past is a predictor of the future.
Note-Taking During the Interview
During an interview, an interviewer must take notes on a standardized form and use them when evaluating a candidate. The organization keeps them in case of a challenge to its selection procedure.
Giving the Interviewee a Chance to Speak
The interviewer lets the applicant speak for the majority of the interview time to obtain maximum information.
Types of Questions
Interviewees should be asked rather open-ended questions that allow them to elaborate. Furthermore, the interviewer should avoid suggesting the answer through the question.
What Should the Interview Measure?
The interview is used to study the characteristics of the candidate that it seems best able to assess. Authors frequently mention intelligence in a broad sense (intellectual ability), work motivation, and interpersonal relations (social context of work). However, regardless of the interview's ability to measure a characteristic, this should only be done if it is related to success in the position for which one is selecting.
Nonverbal Elements
It seems that the interviewee's nonverbal behavior influences the interviewer's evaluation. However, the impact is generally less than that of verbal elements. However, the question arises whether the nonverbal adds information to that obtained verbally or if it does not reduce the validity of the interview.
Searching for Negative Elements
In general, the interview seems to be a search for negative elements in the applicant. The interviewer attaches more importance to unfavorable elements than to favorable points. They mainly seek to minimize the error of acceptance by predicting the candidate's performance, that is, stating that the candidate is suitable for the offered position when, in practice, they would not confirm this prognosis. The order in which the evaluator learns about negative and positive elements relating to a candidate could influence their decision.
Confirmation of Hypotheses by the Interviewer
Interviewers seek data confirming or denying their hypotheses and, when satisfied, turn their attention elsewhere. Since the interview seems like a search for negative elements, hypotheses about negative points of the candidate would have more importance than those related to positive elements.
Filters on Perception in Interviews
The ideal interviewer should not be affected by different filters on the perception of others when evaluating an applicant. These change reality by distorting it. They should therefore stick to the relevant behaviors of a candidate. The main perceptual filters are: prejudice and discrimination; central tendency, judgments often too negative or positive; contrast effect; first impressions; halo effect; stereotypes and cognitive dissonance.
This text aimed to present certain recommendations for staffing professionals, focusing particularly on the interview, a very commonly used tool. Of all the principles listed, the most important remains to structure the interview exactly as if it were a test. It is therefore essential to say goodbye to an informal approach.
Posted May 26, 2008
orhri.org
The effectiveness of an interview is directly related to the proper management of other human resources functions. This includes recruitment and, most importantly, selection, into which the interview is integrated.
Two other important HR functions are also referenced: firstly, job analysis, which provides a description and specifications of the offered position; and secondly, performance evaluation, which is essential for the interviewer to understand a candidate's work performance after selection. Performance evaluation is also used to adjust job specifications.
Absolute or Relative Evaluation
Ideally, an absolute, not relative, evaluation should be used to compare candidates during selection. This requires candidates to meet a minimum threshold. However, in some situations, a relative standard must be used, requiring a selection ratio.
The Interaction Between the Interview and Other Selection Tools
The interview is part of a selection process that provides the interviewer with the maximum amount of relevant data. Therefore, it usually takes place towards the end of the selection process.
The interviewer must use all information, whether from the interview or other selection tools, to synthesize it and predict the applicant's future success using a comprehensive evaluation sheet. The weight assigned to each selection method must also be considered.
The Popularity of the Interview
The interview is very popular in organizations as a selection tool. It remains the most commonly used method.
Reliability and Validity of the Selection Interview
There is some confusion in the literature regarding the reliability and validity of the interview as a selection tool. However, most authors indicate that the interview has not proven its reliability, and even less its validity for this purpose, although some more recent texts show more optimism.
The reliability of the interview poses fewer problems than its validity. Reliability is a necessary, but not sufficient, condition for validity. Reliability and validity are specific to certain situations and interviewers. Authors, however, provide several recommendations for improvement, including structuring the interview and using a selection panel.
Different Uses of the Interview
The organization must clearly identify the objectives it pursues by using the selection interview. Indeed, in addition to its main purpose, which is selection, the interview is also used for recruitment, public relations, and providing information to a candidate. The interviewer must recognize that the candidate is their client, implying they must be treated correctly.
The Output/Input Ratio
As with any management activity, the output/input ratio of using the interview is considered, at least informally. This logic also applies to the entire recruitment and selection process.
Optimal Interview Duration
Research does not indicate an optimal duration for an interview. Considering all its uses, common sense allows for setting a minimum, depending on the position offered, but no maximum. The costs involved also play a role.
Physical Environment
The interview should take place in a physical environment that takes into account the needs of both interviewees and interviewers, as well as the nature of the interview. As much as possible, all candidates should be placed in an identical environment.
Number of Interviewers
Literature generally states that a selection panel improves the reliability and validity of the interview. Sometimes, a series of individual interviews conducted by different interviewers is preferred. In both situations, interviewers decide by consensus.
Interviewer Profile and Approach
There is no ideal interviewer for all situations. A good interviewer only intervenes when dealing with positions they understand well. The validity of decisions varies depending on the interviewers.
The profile of an interviewer, in a broad sense, including their values, attitudes, and behaviors, influences their judgments and affects interviewees. Experienced interviewers rank interviewees in the same order, although they differ in the proportion they accept (selection ratio).
It seems that an interviewer is stable in their approach with different interviewees. Furthermore, the interviewer is responsible for their errors and acts under a certain amount of stress.
Interviewer Training
It is essential to train interviewers using available scientific data on selection interviews, while remaining aware of the limitations of such training.
Interviewee Training
It is essential to train interviewees, particularly those from disadvantaged groups, using available scientific data on selection interviews, while remaining aware of the limitations of such training.
Better preparation of applicants will force organizations to improve their entire selection process, including the interview.
Interview Structure
The interview should be conducted using a guide; therefore, it should be structured. This aims to improve the reliability of the technique, an essential condition for validity. The interviewer must have a standardized evaluation form to synthesize the information obtained.
Unstructured interviews should be avoided. They have a very low reliability coefficient, which limits their validity. The same applies, to a lesser extent, to semi-structured interviews, reserved only for certain professional interviewers.
Structured Interview Based on the Description of Future Behaviors
A fairly recent form of structured interview uses questions based on scenarios built from critical incidents related to the offered position. The interviewee must indicate what they would do in the future in such circumstances. The principle is that one must be able to describe how one will act before doing it.
Structured Interview Based on the Description of Past Behaviors
A fairly recent form of structured interview uses questions based on scenarios built from critical incidents related to the offered position. The interviewee must answer according to what they have done in the past in similar circumstances. The principle is that the past is a predictor of the future.
Note-Taking During the Interview
During an interview, an interviewer must take notes on a standardized form and use them when evaluating a candidate. The organization keeps them in case of a challenge to its selection procedure.
Giving the Interviewee a Chance to Speak
The interviewer lets the applicant speak for the majority of the interview time to obtain maximum information.
Types of Questions
Interviewees should be asked rather open-ended questions that allow them to elaborate. Furthermore, the interviewer should avoid suggesting the answer through the question.
What Should the Interview Measure?
The interview is used to study the characteristics of the candidate that it seems best able to assess. Authors frequently mention intelligence in a broad sense (intellectual ability), work motivation, and interpersonal relations (social context of work). However, regardless of the interview's ability to measure a characteristic, this should only be done if it is related to success in the position for which one is selecting.
Nonverbal Elements
It seems that the interviewee's nonverbal behavior influences the interviewer's evaluation. However, the impact is generally less than that of verbal elements. However, the question arises whether the nonverbal adds information to that obtained verbally or if it does not reduce the validity of the interview.
Searching for Negative Elements
In general, the interview seems to be a search for negative elements in the applicant. The interviewer attaches more importance to unfavorable elements than to favorable points. They mainly seek to minimize the error of acceptance by predicting the candidate's performance, that is, stating that the candidate is suitable for the offered position when, in practice, they would not confirm this prognosis. The order in which the evaluator learns about negative and positive elements relating to a candidate could influence their decision.
Confirmation of Hypotheses by the Interviewer
Interviewers seek data confirming or denying their hypotheses and, when satisfied, turn their attention elsewhere. Since the interview seems like a search for negative elements, hypotheses about negative points of the candidate would have more importance than those related to positive elements.
Filters on Perception in Interviews
The ideal interviewer should not be affected by different filters on the perception of others when evaluating an applicant. These change reality by distorting it. They should therefore stick to the relevant behaviors of a candidate. The main perceptual filters are: prejudice and discrimination; central tendency, judgments often too negative or positive; contrast effect; first impressions; halo effect; stereotypes and cognitive dissonance.
This text aimed to present certain recommendations for staffing professionals, focusing particularly on the interview, a very commonly used tool. Of all the principles listed, the most important remains to structure the interview exactly as if it were a test. It is therefore essential to say goodbye to an informal approach.
Posted May 26, 2008
orhri.org
