LEC 9 MGMT2050 Interviewing PDF

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Interviewing 2 A PPROACHES TO I NTERVIEWING - Option A: structured interview with a few rules o Predictive validities from 0.44 to 0.62 - Option B: as the hiring manager thinks best, unstructured o Predictive validities from 0.20 to 0.33 5 R ULES FOR STRUCTURED INTERVIEW 1. Questions should be demonstrably job related 2. Ask all applicants the same precise questions 3. Answers should be rated using anchored rating scales that define good, average, poor 4. Multiple interviewers should independently evaluate the candidate’s answers 5. Train interviewers W HY DO SO MANY STILL PREFER O PTION B? - An unstructured interview is flexible - Applicants have: O more discretion in answering q’s, enabling them to better convey skills & abilities O chance to learn more about the job, work group, manager and organization - Interviewers like: O flexibility to get to know the person O opportunity to win applicant over U NSTRUCTURED I NTERVIEWS RELIABILITY & VALIDITY - Early research on unstructured interview concluded that it lacked reliability, validity - But 25 years of research of structured interview shows predictive validity O Schmidt & Hunter: validity coefficient for the structured interview is 0.51 O Unstructured interview better at recruiting O How to combine these approaches? 1. D ESIGNING THE INTERVIEW R ECRUITMENT VS S ELECTION A IMS OF THE I NTERVIEW a. an opportunity to select the best candidate B . an opportunity to recruit highly qualified candidates and sell them on the organization C . enables applicant to assess fit with the organization and job, ask about procedure D . efficient and practical method for measuring an applicant WRCs E. permits an early decision (screening out) or later decision re applicant R ECRUITER I MPACT - The interview is only one source the applicant has to assess the organization - Recruiters signal the organization’s reputation O Those who are skilled and trained had a significant impact on the candidate’s attitudes toward the job O Demographic characteristics had no impact - But effect of the recruiter relatively modest PROVIDING J OB I NFORMATION - The interviewer’s description of the job is sometimes recalled differently by the two

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O Use a written job description Use an interview that is a mix of selection and recruiting O Increases the applicant’s willingness to accept an offer O Allows the employer to assess the candidate’s qualifications

R ECOMMENDATIONS - To focus on WRCs in the selection interview, but include other objectives: 1. Train interviewers about rapport building 2. Just before transitioning into structured interview, interviewer tells applicant what to expect during rest of interview 3. If acceptable to applicant, begin structured interview 4. With all q’s asked & answered, notes are put away; then answer applicant’s questions D ESIGNING INTERVIEW QUESTIONS - Screening interview – to assess applicant’s general characteristics - Selection interview – to assess specific job-related WRCs - To develop questions for screening: O Identify fundamental WRCs applicant must possess O Identify the most important of these O Use a modified critical-incidents technique to identify questions MEASURING A PPLICANT WRCS - More is Not Better O Impossible for interviewer to assess many WRCs; best to focus on a few, thoroughly - Appropriate WRCs for the Interview O Huffcutt: interview designed to evaluate seven major dimensions; See Table 10.1 O But these not highly correlated with single-best predictor of performance – mental ability

S ITUATIONAL VS B EHAVIOURAL I NTERVIEW QUESTIONS - Behaviour description interviews are past-oriented q’s regarding prior work experience O Answers related to more accumulated work experience and personality O Higher predictive validity for professional jobs higher in complexity - Situational interviews are future-oriented questions asking applicants what they would do O Most research on these concerns entry-level, clerical & hourly jobs; applicants have no work experience

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Recommended: use both types of questions O Even when these are designed to assess same construct, they reflect diff measures

D EVELOPING I NTERVIEW QUESTIONS - Situational Interview Questions 1. Do a job analysis using the critical-incidents technique 2. Review the incidents for each behavioural dimension, select a small number of the most appropriate, and use these to write interview questions 3. Score applicants’ responses using a five-point scale - Table 10.3 contains examples of such questions  -

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Behaviour Description Interview Questions 1. Do a job analysis using the critical-incidents technique 2. Review the incidents for each behavioural dimension, select a small number of the most appropriate, and use these to write interview questions 3. Create follow-up/probe questions for each question 4. Score applicants’ responses separately using a five-point scale Table 10.4 contains examples of such questions 

R EDUCING D ISCRIMINATION - Employers should avoid asking q’s relating to race, color, religion, sex, national origin, marital status, sexual orientation, age, disability, - Structured interviews help reduce influence of race, sex, etc. on outcomes - Small & inconsistent effect on result if interview & applicant of same race, gender R OLE OF TECHNOLOGY - Increasing use of Skype and video-conferencing, interviews at a distance - Preliminary research suggests comparable predictive validities from Skype and videoconferencing as in-person interviews. 2. CONDUCTING THE I NTERVIEW A MODEL OF INTERVIEW D ECISION MAKING - Models that focus on factors that affect decision making during the interview organize the conduct of research and interpretation of results O Models assume that interviewer & applicant are gathering and processing info about each other, the organization and the job O Let’s have a look at an example an interview – pay particular attention to before, during, and end of interview performance.

PRE-INTERVIEW PHASE - Interviewers & applicants bring their own expectations, beliefs, needs & intentions re the job, interview, firm & each other O These influence all three stages of the interview O significant impact on impressions, which influences evaluation of candidates O Interviewers seek out & recall (distort?) info supporting pre-interview impressions - Interviewer’s access to applicant information before the interview skews results: O Lab experiment: hypothetical job candidates posting negative work-related activity much less likely to be recommended by recruiter - Candidates who thought interviewer likely to extend an offer after first few minutes were less vigilant, less effectively managed their image during rest of interview INTERVIEW P HASE - Social Interaction during the Interview O Candidate has incentive to manage image O Attitudinal similarity raises interviewer ratings O Personable, competent, informative recruiters increase applicant’s attraction to job O Interviewer ratings of candidate higher when interview is longer and interviewer talks more O Interviewer ratings more accurate when they had both high level of verbal cues & nonverbal cues - Candidate’s impression management can create positive or negative images - Candidate’s ingratiation positively affect interviewers’ evaluations - Candidate’s self-promotion tactics positively affect interviewers’ evaluations - Interviewers often disagree about which topics should be covered in an interview O Relate to individual preferences, not importance INTERVIEWER B IASES - Interviewers’ ratings may be affected by: O Physical attractiveness & professional demeanour O Use of impression management behaviour O Verbal and nonverbal behaviour of the applicant O Handshake O Candidate’s personality O Whether candidate has participated in a coaching program prior to interview - Biases most relevant to the interview: O Anchoring O Illusory correlations O Confirmation bias O Overconfidence bias POST-I NTERVIEW PHASE - Decision makers use a two-stage process O 1st: interviewer tries to reduce choices by screening out unsuitable candidates (categorize)

2nd: interviewer evaluates choices more rigorously, trying to choose “best” candidate (characterization) Initial information carries considerable weight O First impression establishes an anchor for interviewer that filters all subsequent evaluations of the applicant Interviewers give more weight to negative information than to positive information O Unfavourable ratings on only one of several characteristics resulted in rejection in 90% of cases Interviewers may fail to recall 50% of interview o

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3. OVERALL R ECOMMENDATIONS 1. R ESTRICT THE S COPE OF THE I NTERVIEW - 1 of the major weaknesses of the interview is that it is often used to accomplish too many purposes O Recruitment and selection should be separated systematically - Often, too many WRCs are evaluated in the interview O Limit the scope to a narrower band of applicant characteristics 2. L IMIT U SE OF PRE-INTERVIEW D ATA - Access to data not directly relevant to the purposes of the interview only contributes to deficiencies in the interviewer’s decisions 3. -

A DOPT A S TRUCTURED FORMAT A set of questions should be formulated for each WRC identified for the interview Ask these questions of each applicant – consistency Interviewers may go beyond these questions as necessary, either to clarify a response, to seek other important details, or pursue a closely related area O This approach makes comparison of WRCs between applicants possible

4. U SE J OB-R ELATED QUESTIONS - Specific questions that are specific and relevant for that job role. - Table 10.8 gives an example 5. U SE MULTIPLE QUESTIONS FOR EACH WRC - The more items an assessment device possesses that measure the same WRC, the greater its reliability and validity - The number of questions will depend on information developed from the job analysis and the time available for each applicant - Consider first the relative importance of the WRCs being measured in the interview 6. R ELY ON MULTIPLE I NDEPENDENT I NTERVIEWERS - The use of multiple interviewers will enhance reliability, if their ratings are independent 7. A PPLY A FORMAL S CORING FORMAT - An interview that provides a formal, defined scoring system is superior in many ways to one that does not, especially in terms of: O Legal defensibility

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O Reliability and validity Interval measurement scales commonly used Table 10.9 shows an example of a scoring form that can be used in interviews for the position of maintenance supervisor

8. TRAIN I NTERVIEWER - Training should be provided whether interview is structured or unstructured - Interviewers must: (a) Accurately receive info (B) Critically evaluate the info ( C ) Regulate their own behaviour in the delivery of questions - Results of Training O Training programs have reduced some of the common rater errors: contrast, halo, leniency and central tendency O Training enhances the reliability of interviewer judgments - Account for Social Dynamics & Multiple Purposes o Structured interviews can organized into phases, including questions by the applicant...