1 / 22

HRM2 Selection interviewing

HRM2 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

barbaraajohnson
Download Presentation

HRM2 Selection interviewing

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. HRM2Selection 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 interaction 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 Cognitive 1 2 3 1 2 3 4 Employer Behavioural Cognitive 1 2 1 2 3 4 5 Employee Behavioural Recruitment Selection Retention

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

  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

More Related