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Chapter Objectives (Continued) • Explain legal implications of interviewing. • Explain the administration of selection tests including the advantages, potential problems, and characteristics of properly designed selection tests. • Explain the types of validation studies. • Describe types of employment tests. • Explain the importance of the employment interview including interview planning and the content of the interview.
Chapter Objectives (Continued) • Describe the general types of interviewing. • Explain the growing influence of the behavioral interview. • Describe the various methods of interviewing. • Explain the use of personal references checks
Administration of Selection Tests • Advantages • Potential Problems using Selection Tests • Characteristics of Properly Designed Selection Tests
Characteristics of Properly Designed Selection Tests • Standardization • Objectivity • Norms • Reliability • Validity • Requirements for Job Relatedness
Types of Employment Tests • Cognitive aptitude • Psychomotor abilities • Job Knowledge • Work-sample (simulation) • Personality
The Employment Interview Conversation in which interviewer and applicant exchange information
The Employment Interview The sources of error: • The Interviewer • The Interviewee • The situation
Select interview team Develop interview question Interview PlanningInternal Environment Schedule interview Pre-interview meeting Conduct interviews Interview debrief Check references Select candidate Offer – New Hire
Types of Interviews • Unstructured (nondirective) • Structured (directive or patterned)
Unstructured (Nondirective) Interview • Asks probing, open-ended questions • Encourages applicant to do much of the talking • Often time-consuming • Potential legal woes
Structured (Directive or Patterned) Interview • Situational questions • Job knowledge questions • Job-sample simulation questions • Worker requirements questions
Behavioral Interview • Structured interview where applicants reflect on past experience • Premise of past behavior is a predictor of future behavior • Interviewers seeks examples from the interviewee • Legally safe – because it’s job related focus • Example: Tell me about a time a project you worked on that best demonstrates your ability to be a team player?
Methods of Interviewing • One-on-one interview- Applicant meets one-on-one with an interviewer • Group interview/ Panel- Several applicants interact in the presence of one or more company representatives • Board interview- Several of the firm’s representatives interview one candidate • Stress interview- Anxiety is intentionally created
Legal Implications of Interviewing • Interview bias • Inconsistent questions • All question should be job related
Reference Checks • Provides additional insight into applicant information • Verification of accuracy • Defamation • Verify information given by job applicant • Serve as a basis for predicting job success
Negligent Hiring & Referral • Negligent Hiring Liability employer incurs when no reasonable investigation of applicant’s background is made and potentially dangerous person is assigned to position where he or she can inflict harm • Negligent Referral Employee fails to offer warning about a problem with a past employer
Notification to Candidates • Results should be made known to candidates as soon as possible. • Delay may result in firm losing prime candidate. • Unsuccessful candidates should also be promptly notified.