Академический Документы
Профессиональный Документы
Культура Документы
Reject
Type I Error
150
Candidates
Interviewed (3:2)
200 Candidates
Invited (4:3)
Validity
- Whether the test (or yardstick) is measuring
what you think its supposed to be measuring.
Management Assessment
Centre
In a Management Assessment Center
management candidates take tests and
make decisions in simulated situations
while observers score their performance
Average time at center is usually 2 or 3
days and involves 10 to 12 candidates
Management Assessment Centre
[contd.]
Examples of simulated realistic exercises include:
The in-basket creates a situation where the
candidate is faced with an accumulation of
reports, memos, phone messages, letters, etc.,
of the simulated job he or she is to take over
while being evaluated on what action he or she
takes for each of these materials
Management Assessment Centre
[contd.]
The leaderless group discussion occurs
when a leaderless group is given a discussion
question and told to arrive at a group decision
while observers evaluate leadership ability,
acceptance by group, etc.
Individual presentations used to evaluate a
participants communication skills and his or
her persuasiveness by orally presenting on an
assigned topic
Interviewing
Candidates
Interview
Interviewing is an indispensible
management tool
An Interview is a procedure designed to
solicit information from a persons oral
responses to oral inquiries
A Selection Interview is designed to
predict future job performance based on
candidates answers
Types of Selection
Interview
Non-structured (questions are asked as
you think of them) versus structured
interviews (questions are known and the
order specified in advance)
Types of Selection Interview
[Contd.]
There are different types of questions for different
types of interviews
Situational interviews ask what would the
candidates behavior be in a given situation
Behavioral interviews ask how the candidate
has reacted in a similar situation in the past
Types of Selection Interview
[Contd.]
Interviews are also classified by how they are
administered
One-on-one interviews were two people meet
alone and one interviews the other
Sequential interviews occur when several
people interview the applicant in sequence
before a decision is made
Types of Selection Interview
[Contd.]
Panelinterviews are when the candidate is
interviewed simultaneously by a group
Interviews can also occur via video or phone
How Useful Are Interviews?
Statistical evidence regarding validity is mixed
indicating that the key to usefulness depends on
type of interview employed
When predicting job performance the
situational interview yields more accurate
results
Structured interviews, regardless of content,
are more valid for predicting job performance
One-on-one interviews tend to be more
valid than panel interviews
Avoiding Common Interview
Mistakes
Do not make snap judgments
Do not emphasize the negative
Make sure you know the job for which you
are interviewing the candidate
Do not let the pressure to hire color your
opinions
Avoiding Common Interview
Mistakes [Contd.]
Do not allow candidate order (contrast)
error to influence the interview
Take into consideration the influence of
nonverbal behavior and guard against bias
Remember to look beyond the candidates
physical attractiveness
Be wary of ingratiating and self-promoting
behaviors
Avoiding Common Interview
Mistakes
Prepare and plan for the interview
Establish rapport with the candidate
Ask appropriate questions
The Dos and Don'ts of Interview
Questions
Dont ask questions that can be answered
yes or no
Dont put words in the applicants mouth
or telegraph the desired answer by
nodding or smiling when the right answer
is given
Dont interrogate the applicant as if the
person is a criminal
The Dos and Don'ts of Interview
Questions [Contd.]
Dont be patronizing, sarcastic or
inattentive
Dont monopolize the interview by
rambling nor let the applicant dominate
the interview so you cant ask all your
questions
Do ask open-ended questions
Do listen to the candidate to encourage
him or her to express thoughts fully
The Dos and Don'ts of Interview
Questions [Contd.]
Do draw out the applicants opinions and
feelings by repeating the persons last
comment as a question
Do ask for examples
Closing the Interview
Leave time to answer any questions the
candidate may have
If appropriate advocate your firm to the
candidate
Try to end the interview on a positive note
Tell the applicant whether theres interest
and what the next step will be
Make rejections diplomatically
Using Other Selection
Techniques
Conduct background investigations
Check social networking sites
Talk to current and previous supervisors to
discover more about persons motivation,
competence and ability to work with others
Perform credit check or use employment
screening services
Using Other Selection Techniques
[Contd.]
Perform reference checks
Make sure the candidate has signed a release
Always get two forms of identification and
make applicants fill out job applications
Use a structured reference checking form
Ask the right questions and judge whether the
references answers are evasive
Using Other Selection Techniques
[Contd.]
Ask open-ended questions and listen carefully
Make sure checking references is done by
authorized managers
Can be ineffective because current supervisor
might give a bad employee a good reference to
get rid of him/her