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Using Structured Interviewing to Select and Hire Desirable Job Candidates

Performance Checklist for. Using Structured Interviewing to Select and Hire Desirable Job Candidates. J ames Otis IDPT 650 - Evaluation Professor Bell September 22, 2012. Background. Medical Practice Developers High turnover costs ← Poor hires ← Poor interviewing. Background.

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Using Structured Interviewing to Select and Hire Desirable Job Candidates

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  1. Performance Checklist for Using Structured Interviewing to Select and Hire Desirable Job Candidates James Otis IDPT 650 - Evaluation Professor Bell September 22, 2012

  2. Background Medical Practice Developers High turnover costs ← Poor hires ← Poor interviewing

  3. Background Medical Practice Developers High turnover costs ← Poor hires ← Poor interviewing Bell Design Technologies • Training: Using Structured Interviewing to Select and Hire Desirable Job Candidates

  4. Background Medical Practice Developers High turnover costs ← Poor hires ← Poor interviewing Bell Design Technologies • Training: Using Structured Interviewing to Select and Hire Desirable Job Candidates • Small group instruction with facilitator, videos, group discussion, team exercises

  5. Background Medical Practice Developers High turnover costs ← Poor hires ← Poor interviewing Bell Design Technologies • Training: Using Structured Interviewing to Select and Hire Desirable Job Candidates • Small group instruction with facilitator, videos, group discussion, team exercises • Evaluation of training and trainees Pretest, posttest, satisfaction survey, two self-assessments, and performance evaluation

  6. Performance Evaluation - Purpose • Evaluate effectiveness of the training • By assessing proficiency after completing the training • Aligns with corporate goal • Identify managers with poor post-training interviewing skills • Provide additional training

  7. Performance Evaluation - Initial Information • What are the criteria for performance? • Course objectives • Prepare for a structured interview • Distinguish between questions that can and cannot be asked during an interview • Conduct an effective and successful interview • Identifyviable candidates and predict future performance based on their past job behavior

  8. Performance Evaluation - Initial Information • What are the criteria for performance? • Course subordinate goals • Prepareinterview • Identify job skills • Develop questions • Distinguish questions • Conduct interview • Create proper environment • Give overview of position • Establish rapport • Ask about past performance • Seek contrary evidence • Allow candidate to ask questions • Close • Review • Identify candidates

  9. Performance Evaluation - Phase 1 - Need Business Case • Problem • Risk • Overall Measurement Strategy • Solution • Alternatives • Infrastructure • Human Resources • Funds • Restrictions or Constraints • Success Measures • Results • Record Retention

  10. Performance Evaluation - Phase 1 - Need Test Plan • Audience • Requirements • Remediation • Program components • Tests • Results

  11. Performance Evaluation - Phase 2 - Design SMEs • James Otis • Edith Bell, PhD, CPT • FigmontErdisch

  12. Performance Evaluation - Phase 2 - Design Test Specification

  13. Performance Evaluation - Phase 2 - Design Test Specification

  14. Performance Evaluation - Phase 2 - Design Test Specification

  15. Performance Evaluation - Phase 3 - Develop • Headline • Names • Date • Instructions • Body • Signatures

  16. Performance Evaluation - Checklist

  17. Performance Evaluation - Checklist

  18. Performance Evaluation - Checklist

  19. Performance Evaluation - Checklist

  20. Performance Evaluation - Checklist

  21. Performance Evaluation - Checklist

  22. Performance Evaluation - Issues • Coverage of important skills and behaviors • Observable criteria • Reduce possibility of error in judging • Ensure validity and fairness • Utility • Length of checklist • Clarity • Prose • Unambiguous • Easy to understand • Layout

  23. Performance Evaluation - Validity and Reliability • Face Validity - SME • Content Validity – based solely on the content of the course • Construct Validity – mock interview reproduces the relevant circumstances of a real one • Predictive Validity - SME • Reliability - SME

  24. Performance Evaluation - Checklist • Focused

  25. Performance Evaluation - Checklist • Focused • Thorough

  26. Performance Evaluation - Checklist • Focused • Thorough • Clear

  27. References Guerra-López, I. J. (2008). Performance evaluation: Proven approaches for improving program and organizational performance. San Francisco, CA: Jossey-Bass. Hale, J. A. (2011). Test development workbook: How to develop and evaluate tests & assessments. Downers Grove, IL: Hale Associates.

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