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Chapter 10

Terms in this set (39)

Interviews
-Most frequently used selection device
-most important selection device in many selection decisions
-tends to get greater weight compared to other assessments
-higher cost selection device
-high validity (if well designed)
Uses of the Selection Interview
-Can be used for recruiting purposes/educating applicants about the job/organization
-Can be used to make either:
1) an early screening decision about an applicant's
acceptability (screening interview),
2)or a later selection decision (selection interview)
-Can be an efficient and practical method for measuring some KSAs
Recruiting the Applicant in the Interview
-providing job info: dual interview focus-recruitment & selection

-considering the alternatives: give job description/background info on org to apps in advance of interview; have separate recruitment and selection interview with app
Screening Interview
-short duration (30 mins or less)
-check credentials
-evaluation of min. work requirements and experience
-focus is on "weeding out" and cutting down app pool
-rough cut on who is min. qualified
-interviewer ratings correlated with: interviewee social skills, general mental ability, personality
-focusing on GENERAL traits
Selection interview
-questions concern job-related knowledge, interpersonal skills, problem solving skills & over work-related experiences and behaviors
-smaller pool of apps is going through this level of interview-finer distinctions need to be made here
-interviewer ratings highly correlated with
1) app work-related experience
2) social skills
3) job knowledge
-assess more SPECIFIC job related skills & behaviors
Unstructured interviews
-"get acquainted" interview results in subjective, global evaluations that aren't very useful even tho interviewers think they are
-no predetermined questions or scoring
-extraneous factors, first impression bias
Structured interviews
-asks only job-related questions based on job analysis
-interviewer training on interviewing skills, note taking, scoring
Four-factor model of interview structure
1) evaluation standardization
2) question sophistication
3) question consistency
4) rapport building
1) evaluation standardization
-scoring each item
-relying on anchored rating scales
-calculating dimension scores and overall score
2) question sophistication
focus on job-related behaviors, include follow-ups
3) question consistency
-all apps get the same questions
-questions derived from job analysis
-use of the same interviewers
4) rapport building
-casual convo at the beginning of interview
-puts app at ease, greater disclosure
-first 4 mins of interview is CRITICAL.-how should we manage the rapport building part of the interview?
Criterion-related validity of interviews
-structured interviews are more reliable and valid than unstructured interviews
-degree of structure (level I-IV)
structured avg rxy
.54
unstructured avg rxy
.28
level I rxy
(completely unstructured)
rxy=.20
level II rxy
.35
level III rxy
.56
level IV rxy
(completely structured)
=.57
Recommendation: adopt a structured format
-have a predetermined set of questions for each KSA
-use job analysis as basis for questions
-ask each app the same questions
-have a formal scoring system
a structured format will get you
-a more valid and reliable interview
-less adverse impact potential
-consistent data across apps
-a way to readily compare apps on KSAs
-a legally defensible methodology for making selection decisions
structured interview Exs
-Situation interview
-behavioral description interview (BDI)
Situation interview
app is given HYPOTHETICAL incident and asked how they would respond
-validity: .43 - .45
-job type: may be more suited to entry-level/low complexity jobs
-coaching of apps can significantly improve candidate performance in this type of interview
behavioral description interview (BDI)
-an interview in which app is asked about what they ACTUALLY did in the past
-validity: .51 - .56
-may be more suited for higher level, more complex jobs that requires job experience
STAR Method
-Situation/Task: avoid the example with the "slacker"
-Action: should address YOUR skills/what you DID
-Result: should be measurable ("A" on a project)

*Past experience to draw upon in behavioral interview: internships, jobs, examples
measurin applicant KSAs
-more is NOT better..do not try to assess multiple app characteristics during interview. Be realistic with time limits, realistic on KSAs approved (stick to 2-3)
-appropriate KSAs: job knowledge (general), applied social and interpersonal skills, personality and habitual behaviors
-use job-related questions to tap KSAs
-use multiple questions for each KSA
use job related questions to tap KSAs
1) job knowledge
-questions should be important to overall performance, not cover difficult info, ask about info learned on job, or ask series of facts

2) social/interpersonal skills: ability to provide preliminary info to angry customers about the resolution of product defects

3) personality/habitual behaviors
-most difficult to assess
-motivation, working with others, multitasking, helping others
-easy to fake
-can probe these questions in detail on previous experience that maps onto the job
use multiple questions for each KSA
-more items = higher reliability & validity
-# of possible items will be limited by time available for interview
-base the # items per KSA on relative importance of each KSA
Recommendation: use Formal scoring
-should rate apps on interval scales 1-5
-better use behaviorally anchored rating scales
-KSAs should be scored (not necessary to score each indiv item)
-take notes on app performance on each KSA (documentation purposes and can improve criterion-related validity)
-overall score should be calculated summing up dimensional ratings statistically rather than overall judgement
extraneous factors that impact ratings
-interviewer ratings of candidate suitability is significantly correlated with
1) physical attractiveness (p=.42)
2) professional demeanor (p=.42)
3) impression management (p=.44)
4) verbal/non-verbal behavior (p=.40)

ways to min these factors' influence:
-rater training
-structured interviews
recommendations for using the interview
-train the interviewer
1) accurately receiving info:
-hearing what app said
-observing apps behavior
-remembering info received
-taking notes
-putting app at ease/rapport building

2) avoid errors in evaluating info received
-halo effect
-central tendency & leniency errors
-similar to me bias
-contrast effect
-first-impressions error
common rater errors
1) contrast effects
2) first impression bias
3) overweighting negative info
interviewer training
-critical interviewer skills: regulating behavior in delivering questions-not talking excessively, not interacting differently due to interviewer similarity to app
-results of training:
1) reduces common rater errors
2) enhances reliability of interviewer judgements
3) fosters more sophisticated questioning strategies
recommendations
restrict scope of interview
-dont try to do too much in one interview
-dont mix recruitment and selection
-limit # KSAs covered in interview (focus on 2-3 at a time)
-limit use of pre-interview data
-rely on multiple independent interviewers
limit use of pre-interview data
-DONT use resume, application form, scores on other assessment devices, recommendation letters

-DO use complete data about any of KSAs to be covered in interview, incomplete/contradictory statements from other sources

-Data not directly relevant to KSAs is a source of error; clouds accurate assessment of the KSAs
rely on multiple independent interviewers
-increases reliability
-same interviewers should be used across all candidates
-important that each interviewer independently score each app
-increasing reliability will enhance predictive validity of interview
Discrimination and the Interview: Court Case Findings
-Characteristics of Interview Process when Discrimination was Found
-Characteristics of Interview Process when Discrimination was NOT Found
Characteristics of Interview Process when Discrimination was Found
-All white or all male interviewers § Subjective judgments
-Unstructured format
-No objective criteria
-Females getting different questions than males
-No guidelines for conducting or scoring the interview § Racially biased comments in interviewer's notes
-Lack of defining KSAs
-No documentation of questions asked
Characteristics of Interview Process when Discrimination was NOT Found
-Structured format
-Questions based on job analysis
-Interviewer training
-Formal scoring system
-All questions asked of all applicants § KSAs formally stated
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