HRM 2 Selection interviewing Nick Kinnie Introduction aims

HRM 2 Selection interviewing Nick Kinnie

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 2

Face-to-face interactions • Forms of communication – verbal and nonverbal • Barriers to effective interactions • Types of interaction: enquiry, exposition, joint problem solving and conflict resolution 3

Types of interaction Enquiry Exposition Selection Attitude survey Health screening Joint problem solving Presentation Lecture Briefing Conflict resolution Appraisal Counselling Discipline Negotiation Arbitration Torrington et al (2005: 71) 4

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 5

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 6

Context of the selection interview: the resourcing model Employer Cognitive 1 2 3 4 Behavioural Employee Cognitive 1 2 3 4 5 Behavioural Recruitment Selection Retention 7

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 8

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 9

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 10

Effective interviews continued • Select interviewers carefully • Training improves reliability and validity • Provide policy support and structured guidance 11

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) 12

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 13 Source: Adapted from Robertson I and Smith M. ‘Personnel selection’, Journal of Occupational and Organizational Psychology, Vol. 74, No. 4, 2001 pp 441 -472

The popularity of different selection methods by sector (% of organisation using each technique) Method used by organisations Overall Manufactu ring 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 53 58 64 49 52 tests CIPD Recruitment, Retention and Turnover: A Survey of UK and Ireland , London CIPD, 2004 p. 14 14

Method used by organisations Overall Manufactu ring 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 15

Selection interviews in practice • Context of the interview – the employment model • Preparation for the interview • Interview strategy • Interview structure • Interview methods 16

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 17

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 18

Interview strategy • Frank and friendly • Problem solving - hypothetical • Biographical - behavioural • Stress strategy 19

• Individual – dangers of interviewer bias • Sequential – series of interviewers ideally using a common prepared structure • Panel – common in the public sector – some dangers 20

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 21

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 22