1. Human Resource Management 2 Selection interviewing
Nick Kinnie
Lots to do this week – going fast!
Fascinating area for study
Selection interviews are part of the recruitment and selection process – which is vital to organisational success
They are one of the most widely used, most important, but also strongly criticised of all the HR practices.
These interviews are widely familiar to us – we have all been interviewed – usually for a job – but in other circumstances as well.
Indeed we can all remember key interviews – that have either gone well or very badly – in fact most of us can probably recall instances in interviews which may have taken place some years ago.
HR managers play a key role here – as we have seen they often draft the policy which is used by others and they will also be involved themselves.
Feel free to draw on your own examples as we discuss these issues.
Key authors: Torrington, Newell plus series of specialist articles on the list
Slides – data in appendix at the end

2. Objectives
Place selection techniques within their wider organisational context: best practice, best fit and best process
Best process: recap the importance of face-to-face skills and types of interactions
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
Place selection techniques within their wider organisational context: best practice, best fit and best process – important that we always see the wider organisational context of the techniques we are looking at – not study in isolation – not just about techniques and skill
Best process - Importance of face-to-face skills and types of interactions – recall what we covered at the end of last week’s lecture
Purpose of the selection interview – what are we trying to achieve
Interview strategies – different ways of conducting the interview
Selection interview sequence – practicalities of conducting the interview
Interview structure – what are the typical stages in an interview
Practical exercise

3. Introduction: selection techniques within the wider organisational context
Human Resource Advantage: human capital advantage (people and practices) and organisational process advantage (implementation)
HCA:
Best practice approach – set of practices which will always produce superior results (text book approach)
Best fit – success depends on the context – egs of selection interviews
Recall from last week Human Resource Advantage: human capital advantage (people and practices) and organisational process advantage
HCA:
best practice approach – set of practices which will always produce superior results (text book approach) – in this instance there is a ‘right’ way of interviewing which will always be appropriate – unlikely to be the case
Best fit – success depends on the context – egs of selection interviews - think about how selection questions would vary depending on the type of job ASK for examples of types of questions in different types of jobs – part time, placement charity work clerical job in University lectureship. PhD student
(Kinnie et al (2006))

4. Organisational Process advantage
Depends partly on the skill of the line manger when implementing the practice
Impact on the experience of the employee and their subsequent attitudes and behaviour
Concept of ‘best process’
Not just the formal design of the practices – but the preferred ways of carrying out particular practices – taking account of the context
Expect that practical exercise will illustrate these differences
Organisational Process advantage
Depends partly on the skill of the line manger when implementing the practice
Impact on the experience of the employee and their subsequent attitudes and behaviour
Concept of ‘best process’
ways of carrying out particular practices – in the context of best fit – taking account of the context
Expect that practical exercise will illustrate these differences

5. ‘Best Process’: 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
Best process
Forms of communication – verbal and non-verbal – concentrate on verbal but have to recall that non-verbal is also very important – a great deal of information is communicated by our body language and facial expressions – even the way people walk and stand displays something about their confidence
Barriers to effective interactions – frame of reference, perceptions – selection and interpretation is constant, stereotypes are critical – making assumptions based on tiny pieces of evidence, cognitive dissonance – rejecting information that does not fit our stereotype or we do not like
Types of interaction: enquiry, exposition, joint problem solving and conflict resolution
(Torrington et al (2005)

6. ‘Best process’: 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
Defining the situation – setting the tone – very powerful defines the situation, the agenda, what is in and what is out – this may be disputed – sets the tone, style pace of the interaction – can be very subtle – where you sit
Listening skills – tone of voice is critical and can affect communication a great deal, giving attention – body langauge and facial expression convey a great deal, eye contact is critical, silence is powerful
Questioning skills – types of questions – closed, open ended, indirect eg asking for comparisons, probing or follow up questions, leading questions – to be avoided, multiple questions to be avoided, forbidden questions infringing personal privacy
Feedback skills – summarising, testing understanding – positive signs, paraphrasing, showing genuine interest empathising - taking the mood, appreciating the importance of what someone is saying and non verbal communication – nods etc, yawning

7. 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
Two way interaction – Newel and Shackleton emphasise that contrary to the traditional view of the employer choosing the employee there is a two way process taking place here – and eg in PSF employees of the right quality are scarce and there is a need to attract them to the company – so although collecting, also giving
Collect information – taking samples of behaviour and information, comparing it with the criteria we have set and then projecting it forward – would this person be suitable?
Provide information - explain the job, but also selling the company
human and ritualistic aspects – sometimes human element is important – two people have to work together
Ritual – also gives a powerful signal to potential employees of how important they are and what the company is like. It is also virtually a rite of passage – something that we expect – to get a job without an interview is possible but exceptional – ask??? Temp employees – consider what are the ritual aspects of interviews

8. Context of the selection interview: the resourcing model
Cognitive 1 2 3 1 2 3 4
Employer
Behavioural
Cognitive
We can now develop this model – retaining features – employer and employee and cognitive and emotive, but now looking at selection in more detail
Stages of selection for the organisation:
Employee
Stages of selection for the individual:
Decision made to apply – branding and other aspects
Experience of first round of selection – have I been chosen – do I still want to work for this firm?
Experience of subsequent rounds - have I been chosen – do I still want to work for this firm?
Experience of subsequent rounds
Will I accept the offer? 1 2 1 2 3 4 5
Employee
Behavioural
Recruitment
Selection
Retention

9. 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
Low reliability among interviewers – what questions should be asked, how applicants are evaluated
Expectancy effect – preparation effects questions asked
Primacy – preparation and initial impression – effects lead to quick decisions during the interview Interviews become confirmatory exercises – decisions typically made after 4 minutes of typical 30 minute interview – then proceed to collect data to confirm initial impression and give signals that decision has been made additional information
Stereotyping – making generalisation about people based on small bits of data – usually negative eg hair colour, prototyping - you must be single to do this job and halo and horns effect having a positive or negative view based on limited data
Physical appearance influences interviewers - attractiveness

10. 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
Non-verbal cues influence interviewers – smiling nodding etc
More weight given to negative influence – very difficult to change intitial negative impressions – esepcially unstructured interviews
Primacy – preparation and initial impression – effects lead to quick decisions during the interview Interviews become confirmatory exercises – decisions typically made after 4 minutes of typical 30 minute interview – then proceed to collect data to confirm initial impression and give signals that decision has been made additional information
Similarity effects also bias judgements – race gender and other characteristics
Interviews have poor recall

11. 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
Interview has come in for a great deal of criticism – especially in terms of its reliability and vailidity – however, there is evidence that if carried out in a professional manner it can be a useful part of the employment decision making process.
Structured vs unstructured – structured is much better – improves reliability and validity structured reliab .59 unstructured is .37 validity structured .31 unstructured .20
Part of a combination of selection methods – don’t just rely on the interview
Importance of systematic use of evidence from variety of parties – evidence based is key – try to avoid sterotypes, question assumptions etc

12. Effective interviews continued
Select interviewers carefully
Training improves reliability and validity
Provide policy support and structured guidance
Select interviewers carefully – not everyone is suitable or competent – cult of the amateur
Training improves reliability and validity
Provide policy support and structured guidance – guidance of best practice, job description, key competences

13. 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), Harris, M. (1989) Cook, M. (1998))
Fit between person and organisation likely to be important especially in PSFs – not just looking at match with person and job - will they fit the organisation more generally – danger of cultural stereotypes and cloning
Two way nature of selection is important- especially impact on applicants – especially in PSFs – two way decision making process – will they select us – especially important in tight labour markets with scarce skills
Follow up and evaluation is important but rare – how do selected candidates perform?
Follow up and evaluation is important but rare – look at consequences of decisions

14. Selection interviews in practice
Context of the interview – the employment model
Preparation for the interview
Interview structure
Interview strategy – types of questions
Interview methods
Context of the interview – the employment model
Preparation for the interview
Interview strategy
Interview structure
Interview methods

15. 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
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
Reception – information is being communicated when applicants arrive
Setting – all the basics are important – avoid interruptions

16. 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
Benefits of structured interviews – research tells us that there is a big difference between structured and unstructured interviews – (the informal chat wandering around a whole series of issues)
Systematic approach – makes criteria explicit – makes sure all the relevant areas are covered
Make it easier to compare candidates
If using more than one interviewer can get them to all use the same criteria
Plan is clear to the applicant plus helps the interviewer to manage time.
Variety of possible structures – biographical and competence based are the most common

17. Interview structure Opening Middle Closing Put candidate at ease
Set the context and explain plan
Preliminary assessment – by both parties
Middle
Biographical – check information and fill gaps
Competence based – systematic comparison
Problem solving
Closing
Future actions – timetable, communications
Opening – put candidate at ease, develop rapport, set the scene for the interview and where it fits – preliminary assessment is taking place – sometimes before the person has even sat down in the chair!
Middle - collect and provide information – biographical is often used to start with – if short get the person to describe and analyse their Cv has the benefit that people are usually confident and prepared and it gets them started - assumption is that what have done so far affects what they are doing now. Might be linked to the application form. There might be questions which the interviewer has identified which need to be checked – eg gaps in the CV or missing details eg on a job carried out
Then often move on to the job description – especially looking at competences – key behaviours or skills which are essential to carrying out the job – two sides to the page – asking for examples from previous experience of particular competences.
Important to give the interviewee a chance to ask questions – goes back to the two way nature of the selection process
Closing – close the interview and confirm future action – often high anxiety for the candidate

18. Individual – dangers of interviewer bias
Sequential – series of interviewers ideally using a common prepared structure
Panel – common in the public sector – some dangers
Individual – best chance of rapport – easier to interact – but down to the judgement of one person – can be off set by have sequential or panel
Sequential – series eg line and Hr – but need to agree on criteria
Panel - - reduce personal bias, increase expertise – but difficult to build rapport and develop a discussion – may be interplay between the candidates – each following different agendas -

19. Interview strategy – types of questions
Biographical – evidence from career/cv – identify motives and decision making criteria
Competency based – evidence of past behaviour related to post
Problem solving – ability to make decisions and analyse problems – related to the job
Importance of relationship/rapport – employer branding - stress interviews
Biographical – take data from the past and project forward – what did they do and why, options, how decided what to do and the anticipated and real results of actions
Competency based – evidence of past behaviour related to post – eg team working, leadership, presentational skills
Problem solving – present situations, scenarios during the interview and see how address them – may not be representative of the way would actually behave
Frank and friendly – establish and maintain rapport – gain better information if relaxed – applicants gain favourable impression of the organisation – issues of employer branding – even if do not get job may get a job there later, be a competitor or a potential customer
Stress strategy –interviewer becomes aggressive – puts the interviewee on the defensive – tests how would respond to difficult situations but has negative consequences – may not be representative and can create negative impression

20. 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
Exercise control and direction – essential to stay in control and follow structure – direct the interview – steer it towards the areas that you want to cover – essential to the job.
Active listening is critical – cannot stress this enough – active make it clear you are listening – non-verbal clues – use silence – don’t fill the gap – give people time to think?
Open, probing and follow up questions where answer is not predetermined – why? Listen carefully then ask follow up question – positive signal to the applicant
Avoid multiple, long and over leading questions – will not produce good data – confuse the candidate – collect misleading data
Taking notes – use criteria based matrix
Braking and closing – needs skill – test of control – various methods to control – verbal and non-verbal

21. Conclusions
Recruitment and selection are vital to the success of the organisation
Combination of best fit and best process likely to be most suitable
Structured interviews in combination with other selection techniques are most effective
Success depends on training and support, preparation, careful implementation, review and evaluation
Recruitment and selection are vital to the success of the organisation
Combination of best fit and best process likely to be most suitable
Structured interviews in combination with other selection techniques are most effective
Success depends on training and support, preparation, careful implementation, review and evaluation

22. Recruitment methods by sector (% of organisation using each technique in 2005)
Method used by organisations
Overall
Manufacturing and production
Voluntary community and not for profit
Private sector services
Public sector services
Local newspaper
ads 79 85 94 64 92
Agencies/search 76 87 69 80 56
Own corporate web site 75 62 77
Specialist journals/trade press 66 60 58
Job centre plus 51 50 67 41
Encourage WoM/on spec 49 42 57 21
CIPD Recruitment, Retention and Turnover, London CIPD, (2006:9)

23. Recruitment methods by sector (% of organisation using each technique in 2005)
Method used by organisations
Overall
Manufacturing and production
Voluntary community and not for profit
Private sector services
Public sector services
Employee referral 47 46 35 68 9
National newspaper ads 45 59 34 74
Uni/college/school links 37 43 25 36 38
Placements/apprenticeships 31 33
Commercial job boards 16 10 19 18
Radio/TV ads 7 4 5 8 13
Posters/billboards/vehicles 6 11
CIPD Recruitment, Retention and Turnover, London CIPD, (2006:9)

24. Methods of obtaining a job
Hearing from someone who worked there
Reply to an advertisement
Direct application
Private employment agency
Job centre
Other
Men Women
30% 25%
25% 31%
14% 17%
10% 10%
9% 8%
12% 9%
Labour market trends (2002), Labour market spotlight, August

25. Selection methods (% of organisation in 2005)
Not used
Rarely used
Occasionally used
Frequently used
Used in some way
Structured interviews 13 9 19 60 88
Biographical interview 15 6 14 66 85
Competency based interview 21 59
Specific skill tests 18 41 29 82
One to one structured ints 81
General ability tests 25 32 28 75
Literacy and/or numeracy tests 72
CIPD Recruitment, Retention and Turnover,, London CIPD, (2006:11)

26. Method
Not used
Rarely used
Occasionally used
Frequently used
Used in some way
Personality/attitude questionnaires 40 15 25 21 60
Telephone interviews 44 19 12 56
References – employment (pre-interview) 51 11 23 50
Assessment Centres 52 14 22 13 48
Group exercises 18 7
Academic reference (pre-interview) 64 37
On line tests 75 8 6

27. 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
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
Source: Adapted from Robertson I and Smith M. ‘Personnel selection’, Journal of Occupational and Organizational Psychology, Vol.74, No.4, 2001 pp