Recruitment Management-Ch 8 The Selection Interview.

The Selection InterviewThe Selection Interview 11Chapter EightChapter Eight
Learning ObjectivesLearning Objectives
Define Selection InterviewDefine Selection Interview
Discuss different Methods of InterviewsDiscuss different Methods of Interviews
Understand the factors governingUnderstand the factors governing
different interview methodsdifferent interview methods
Outline guidelines to make the interviewOutline guidelines to make the interview
process more effective.process more effective.
Describe and discuss various phases ofDescribe and discuss various phases of
interview.interview.

StructureStructure
1.1. What is an Interview?What is an Interview?
2.2. How do we make the Interview process moreHow do we make the Interview process more
effective.effective.
3.3. Patterns and Types of InterviewsPatterns and Types of Interviews
4.4. Structured or Unstructured?Structured or Unstructured?
5.5. Effective use of the Interview.Effective use of the Interview.

StructureStructure
6.6. Phases of InterviewingPhases of Interviewing
7.7. PrePre-- Interview Preparatory PhaseInterview Preparatory Phase
8.8. The InterviewThe Interview
9.9. Post Interview Assessment and thePost Interview Assessment and the
DecisionDecision
1010 SummarySummary

8.1 What is an Interview?8.1 What is an Interview?
The interview is the central part of theThe interview is the central part of the
selection process. It is a forum whereselection process. It is a forum where
the candidatethe candidate’’s relative suitability fors relative suitability for
the job is assessed by the organizationthe job is assessed by the organization’’ss
representatives.representatives.
Though the candidateThough the candidate’’s selection iss selection is
overwhelmingly dependent on theoverwhelmingly dependent on the
interview, it has inherent barriers tointerview, it has inherent barriers to
the success as a selection method both onthe success as a selection method both on
validity & reliability parameters.validity & reliability parameters.

The selection interview is not reliableThe selection interview is not reliable
becausebecause --
1.1. The instrument of measure is human.The instrument of measure is human.
2.2. No two interviewers will interpret andNo two interviewers will interpret and
assess information in the same way.assess information in the same way.
3.3. The same interviewer will revealThe same interviewer will reveal
fluctuations of data and assessments overfluctuations of data and assessments over
a period of time.a period of time.

The selection interview is not consideredThe selection interview is not considered
to be valid becauseto be valid because --
1.1. It is contrived, interrogativeIt is contrived, interrogative
conversation, involving a meeting,conversation, involving a meeting,
usually, between strangers for durationusually, between strangers for duration
of maximum 60 minutes.of maximum 60 minutes.
2.2. It cannot assess all the important areasIt cannot assess all the important areas
that add up to the suitability forthat add up to the suitability for
employment.employment.
3.3. It is highly subjective. AIt is highly subjective. A ““quick on hisquick on his
feetfeet”” candidate may emerge as the bestcandidate may emerge as the best
fit candidate though he may not sustainfit candidate though he may not sustain
his behavior on the job.his behavior on the job.

Still selection interview is undisputedStill selection interview is undisputed
preferred technique aspreferred technique as
1.1. It has a high face validity. BothIt has a high face validity. Both
employer & candidate are accustomed toemployer & candidate are accustomed to
and have greater faith in its efficacy.and have greater faith in its efficacy.
2.2. Sooner or later there has to be a meetingSooner or later there has to be a meeting
between the employer & the candidate. Inbetween the employer & the candidate. In
interview they have an opportunity tointerview they have an opportunity to
amplify and clarify informationamplify and clarify information
available.available.
3.3. There is no other method for accuratelyThere is no other method for accurately
forecasting the behavior of the candidateforecasting the behavior of the candidate
on the job.on the job.

8.2 How do we make the Interview process more effective ?8.2 How do we make the Interview process more effective ?
Research shows that anybody who isResearch shows that anybody who is
responsible for the process of selectionresponsible for the process of selection
must be provided with proper training. Itmust be provided with proper training. It
must be noted that even trainedmust be noted that even trained
interviewers cannot raise efficiency ofinterviewers cannot raise efficiency of
interview beyond moderate levels. Andinterview beyond moderate levels. And
trainees be made aware of thistrainees be made aware of this
limitation.limitation.
Many senior managers have been interviewingMany senior managers have been interviewing
candidates for many years without anycandidates for many years without any
professional training. Having developedprofessional training. Having developed
confidence in their styles, they may notconfidence in their styles, they may not
be receptive to any such training forbe receptive to any such training for
selectors.selectors.

8.2 How do we make the Interview process more8.2 How do we make the Interview process more
effective ?effective ?
The training course should be through mockThe training course should be through mock
interviews. It should coverinterviews. It should cover
☺☺ the general nature & problems ofthe general nature & problems of
personnel selection.personnel selection.
☺☺ the particular limitations of thethe particular limitations of the
interview as a selection method.interview as a selection method.
☺☺ the application of systematicthe application of systematic
interviewing through practice interviewsinterviewing through practice interviews
as a means of making best use of theas a means of making best use of the

8.3 Patterns and Types of Interviews8.3 Patterns and Types of Interviews
Patterns/ types of interviews :Patterns/ types of interviews :--
☺☺ Single one on one interview.Single one on one interview.
☺☺ Multiple one on one interviews, at theMultiple one on one interviews, at the
end of which, conclusions from variousend of which, conclusions from various
interviewers are collated.interviewers are collated.
☺☺ Board or Panel Interviews.Board or Panel Interviews.
☺☺ A combination of above.A combination of above.
Other variations :Other variations :--
Biographical; behavioural ; Situational andBiographical; behavioural ; Situational and
Combination .Combination .

Biographical interview is an exploration ofBiographical interview is an exploration of
the intervieweethe interviewee’’s past experiences and iss past experiences and is
based on the premise, that past behaviourbased on the premise, that past behaviour
enables us to predict future behaviour. Aenables us to predict future behaviour. A
key limitation of this approach iskey limitation of this approach is
difficulty of linking the interviewdifficulty of linking the interview
information to job relevant criteria.information to job relevant criteria.
This gap may allow interviewerThis gap may allow interviewer’’ss
subjectivity to affect decisionsubjectivity to affect decision
detrimentally.detrimentally.
This limitation has much to do withThis limitation has much to do with
emergence of behavioural and situationalemergence of behavioural and situational
type interviews.type interviews.

The Behavioural interview entails a seriesThe Behavioural interview entails a series
of stretched questions designed to elicitof stretched questions designed to elicit
information on specificinformation on specific ‘‘behavioursbehaviours’’ oror
‘‘competenciescompetencies’’ which are relevant towhich are relevant to
effective performance of the job. Thiseffective performance of the job. This
type of interview is known astype of interview is known as
‘‘competencycompetency’’ ,, ‘‘patternedpatterned’’. Or. Or ‘‘targetedtargeted’’
Data obtained from this interview has directData obtained from this interview has direct
relevance to jobrelevance to job’’s demands. Here also its demands. Here also it
is assumed that past performance is theis assumed that past performance is the
best indicator of the expectedbest indicator of the expected
performance.performance.

The Situational interview entails posingThe Situational interview entails posing
hypothetical job related questions andhypothetical job related questions and
evaluating the responses against a set ofevaluating the responses against a set of
example answers [e.g. what would you doexample answers [e.g. what would you do
ifif--------].].
The interview , therefore, is highlyThe interview , therefore, is highly
structured both in terms of the questionsstructured both in terms of the questions
posed and evaluation of the answers. Theposed and evaluation of the answers. The
control here lies with the interviewer.control here lies with the interviewer.
Breadth of data would have been coded inBreadth of data would have been coded in
advance for better evaluation.advance for better evaluation.

8.4 Structured or Unstructured ?8.4 Structured or Unstructured ?
Research in the area proves that structuredResearch in the area proves that structured
interviews have a higher predictiveinterviews have a higher predictive
validity than their unstructured butvalidity than their unstructured but
popular, equivalents. However, it haspopular, equivalents. However, it has
been observed that panel and successivebeen observed that panel and successive
interviews help minimize many of theinterviews help minimize many of the
limitations, thus increasing the methodlimitations, thus increasing the method’’ss
reliability and validity.reliability and validity.
Structured interviews too have theirStructured interviews too have their
limitations , cost being the main factorlimitations , cost being the main factor
[time and expense of devising,[time and expense of devising,
explaining, running and scoringexplaining, running and scoring
interviews]. It also ignores rightinterviews]. It also ignores right
candidates who too can perform but with acandidates who too can perform but with a
different approach.different approach.

As always, there are arguments for andAs always, there are arguments for and
against each variation. The main criteriaagainst each variation. The main criteria
to be considered in assessing the meritsto be considered in assessing the merits
and demerits of a particular interviewand demerits of a particular interview
pattern are :pattern are :--
1. Acquiring the best possible evidence1. Acquiring the best possible evidence
on which to base judgement and decisions.on which to base judgement and decisions.
2. Giving candidates the fairest2. Giving candidates the fairest
possible opportunities to provide thepossible opportunities to provide the
most accurate account of themselves inmost accurate account of themselves in
the difficult circumstances of thethe difficult circumstances of the

When these two criteria are applied , we canWhen these two criteria are applied , we can
conclude that :conclude that :--
1. A single one on one interview is1. A single one on one interview is
likely to be least stressful but haslikely to be least stressful but has
disadvantage that the acquiring ofdisadvantage that the acquiring of
evidence, judgements and decisions relyevidence, judgements and decisions rely
on one person only.on one person only.
2. A series of one on one interviews2. A series of one on one interviews
overcome this lacuna but require a lot ofovercome this lacuna but require a lot of
candidatecandidate’’s time.s time.

When these criteria are applied , we canWhen these criteria are applied , we can
conclude that :conclude that :-- contd.contd.
3. Board or Panel interviews are3. Board or Panel interviews are
potentially more stressful as thepotentially more stressful as the
candidate is faced with manycandidate is faced with many
interviewers. Research shows they areinterviewers. Research shows they are
more successful and stress on themore successful and stress on the
candidate can be reduced by restrictingcandidate can be reduced by restricting
the panel size to maximum four.the panel size to maximum four.

8.5 Effective Use of the Interview8.5 Effective Use of the Interview
The Interview has to be handled with dueThe Interview has to be handled with due
care and sensitivity to ensure thatcare and sensitivity to ensure that
correct image about the organization iscorrect image about the organization is
created with the candidate by providingcreated with the candidate by providing
necessary courtesies [punctuality,necessary courtesies [punctuality,
minimum waiting] & facilities [lunch,minimum waiting] & facilities [lunch,
transport].transport].
Interviewers have a major role in sellingInterviewers have a major role in selling
organization and job profile to theorganization and job profile to the
candidates .candidates .

The Interview has to be arranged in aThe Interview has to be arranged in a
professional manner to create positiveprofessional manner to create positive
impression on the candidates as the firstimpression on the candidates as the first
impression is the lasting impression.impression is the lasting impression.
Generally a demeanour that is sympatheticGenerally a demeanour that is sympathetic
and avoids extremes of bonhomie andand avoids extremes of bonhomie and
coldness is most appropriate.coldness is most appropriate.
The surroundings of interview room reflectThe surroundings of interview room reflect
the personality of the Organization. Thethe personality of the Organization. The
seating arrangement should be comfortableseating arrangement should be comfortable
and nonand non--confrontational.confrontational.

While the candidate is supposed to do hisWhile the candidate is supposed to do his
own research about the organization, itown research about the organization, it
is still essential that this informationis still essential that this information
by the interviewer is provided to theby the interviewer is provided to the
candidate prior to the interview.candidate prior to the interview.
Normally anNormally an ““ Information PackInformation Pack”” isis
delivered to the candidate well indelivered to the candidate well in
advance.advance.
Communication is a key skill for a goodCommunication is a key skill for a good
interviewer. Understanding noninterviewer. Understanding non--verbalverbal
communication is essential. Similarlycommunication is essential. Similarly
interviewerinterviewer’’s body language has to bes body language has to be
positive.positive.

An interview is a two way streetAn interview is a two way street –– with bothwith both
parties trying to make up their minds asparties trying to make up their minds as
to the counterpartto the counterpart’’s suitabilitys suitability –– it isit is
essential that the candidate is alsoessential that the candidate is also
given an opportunity to ask questions.given an opportunity to ask questions.
These questions themselves provide insightThese questions themselves provide insight
into the candidateinto the candidate’’s psyche.s psyche.
It is essential that the interview processIt is essential that the interview process
is fair and transparent and allis fair and transparent and all
candidates are treated equally and withcandidates are treated equally and with
decorum.decorum.

8.6 Phases of Interviewing8.6 Phases of Interviewing
A systematicA systematic interview is based on threeinterview is based on three
phases.phases.
1.1. PrePre--interviewinterview-- –– preparatory.preparatory.
2.2. During the interviewDuring the interview
3.3. Post interviewPost interview –– assessment and decisionassessment and decision
making.making.
Each of these elements contributes vitallyEach of these elements contributes vitally
to the success of the interview andto the success of the interview and
weakness in any one element willweakness in any one element will
adversely affect the other parts.adversely affect the other parts.

8.7 Pre8.7 Pre--Interview Preparatory PhaseInterview Preparatory Phase
►► Study all available information. TheStudy all available information. The
application, CV, the job description andapplication, CV, the job description and
person specification.person specification.
►► Determine acceptable entry levels for newDetermine acceptable entry levels for new
staff visstaff vis--àà--vis the job requirements forvis the job requirements for
fully effective performance.fully effective performance.
Ensure that all written tests / assessmentEnsure that all written tests / assessment
centre results are available and analyzedcentre results are available and analyzed
before the interview and provided tobefore the interview and provided to
interviewers.interviewers.
►►

8.7 Pre8.7 Pre--Interview Preparatory PhaseInterview Preparatory Phase
►► If using a panel, preIf using a panel, pre--decide the interviewdecide the interview
‘‘leadlead’’ who coordinates the process andwho coordinates the process and
ensures that each member knows the agreedensures that each member knows the agreed
ground rules and their specific role inground rules and their specific role in
the process.the process.
►► Pay attention to time, place and settingPay attention to time, place and setting
to make candidates comfortable. Avoidto make candidates comfortable. Avoid
interruptions and distractions.interruptions and distractions.
►► Prepare a coverage plan to elicit thePrepare a coverage plan to elicit the
maximum possible significant information.maximum possible significant information.
A comprehensive structure ensuresA comprehensive structure ensures
important issues get addressed.important issues get addressed.

8.8 the Interview8.8 the Interview
►► Ensure that the atmosphere is conducive toEnsure that the atmosphere is conducive to
encourage the candidate to speak freely.encourage the candidate to speak freely.
►► Introduce yourself and other interviewersIntroduce yourself and other interviewers
by name and designation. Explain theby name and designation. Explain the
scope of interview.scope of interview.
►► Break the ice initially by indulging inBreak the ice initially by indulging in
some appropriate small talk.some appropriate small talk.
►► Stick to the agreed coverage plan andStick to the agreed coverage plan and
interview in turn. Ensure there is nointerview in turn. Ensure there is no
cross questioning. Interviewers must waitcross questioning. Interviewers must wait
for their turn.for their turn.

►► Ensure questions are well framed.Ensure questions are well framed.
a] the questions to elicit adequatea] the questions to elicit adequate
response & evidence on the potentialresponse & evidence on the potential
ability of the candidate to do theability of the candidate to do the
required job.required job.
b] avoid hypothetical questions that haveb] avoid hypothetical questions that have
no relevance to the job.no relevance to the job.
c] questions should be open, not implyc] questions should be open, not imply
any answer, or make any assumptions orany answer, or make any assumptions or
influence the candidate in any way.influence the candidate in any way.

►► During the course of the interviewDuring the course of the interview
a] Maintain eye contact & providea] Maintain eye contact & provide
appropriate feedback.appropriate feedback.
b] Take your time and useb] Take your time and use ‘‘silencesilence’’
effectively.effectively.
c] Clarify & reflect by repeatingc] Clarify & reflect by repeating
candidatecandidate’’s comments back to her in as comments back to her in a
questioning manner as this indicates thatquestioning manner as this indicates that
you would like the candidate to elaborateyou would like the candidate to elaborate
on the issue.on the issue.
d] Do not allow candidate to side trackd] Do not allow candidate to side track
the question.the question.

►► Listen : This is central to the art ofListen : This is central to the art of
good interviewing, as you elicit enoughgood interviewing, as you elicit enough
factual data to enable you to make anfactual data to enable you to make an
informed decision. Be alert to noninformed decision. Be alert to non--verbalverbal
cues.cues.
►► Towards the end, ensure candidate has timeTowards the end, ensure candidate has time
to clear doubts regarding the job,to clear doubts regarding the job,
organization, growth plans etc. Inviteorganization, growth plans etc. Invite
the candidate to ask questions.the candidate to ask questions.
►► Conclude by thanking the candidate andConclude by thanking the candidate and
advising details about the next stage,advising details about the next stage,
time frame etc.time frame etc.

8.9 Post Assessment & Decision8.9 Post Assessment & Decision
►► AssessAssess the candidate against personthe candidate against person
specification or scoring immediately.specification or scoring immediately.
►► Concentrate on solid facts of pastConcentrate on solid facts of past
behaviour as indicators of motivation,behaviour as indicators of motivation,
attitudes, values, personal qualities andattitudes, values, personal qualities and
abilities, in sum, of potential to theabilities, in sum, of potential to the
job.job.
►► Incorporate data from other selectionIncorporate data from other selection
methods used. Apart from tests used bymethods used. Apart from tests used by
you also seek testimonials, referencesyou also seek testimonials, references
from other sources.from other sources.
►► Advise candidate about the outcome onAdvise candidate about the outcome on
timely basis, including those who did nottimely basis, including those who did not
make it.make it.

8.10 Summary8.10 Summary
The selection decision is the most importantThe selection decision is the most important
of all decisions taken by an employer.of all decisions taken by an employer.
The interview is an integral part of thisThe interview is an integral part of this
process. Given the stakes, its importanceprocess. Given the stakes, its importance
should not be undershould not be under--estimated.estimated.
The consequences are immense. Like theThe consequences are immense. Like the
loaded gun, it is not an instrument toloaded gun, it is not an instrument to
leave in the hands of the untrained.leave in the hands of the untrained.
Combined with a professional approach to theCombined with a professional approach to the
recruitment phase, it can make arecruitment phase, it can make a
significant contribution to the search tosignificant contribution to the search to
find the best person for the job. Itsfind the best person for the job. Its
inherent pitfalls explain the risinginherent pitfalls explain the rising
popularity of selection tests.popularity of selection tests.

This brings us to the end of ourThis brings us to the end of our
Eighth session!Eighth session!
Nest we move to session nine onNest we move to session nine on
““Recruitment StrategiesRecruitment Strategies””
Contained in the Chapter 09Contained in the Chapter 09
Best Luck!Best Luck!

Recruitment Management-Ch 8 The Selection Interview.

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