When reflecting on my past experience with job interviews, I can recall the ones that went really well, effectively getting me the job, as well as the ones that went comically wrong, leaving a lasting memory of what not to do. Aside from my own inexperience as a young interviewee, I could still tell the difference between interviews that felt connected, open, airy, and light, allowing me to answer questions with confidence and ease and the interviews that felt disconnected, stodgy, and tense, leaving me scrambling for words.
Not only were there differences in how the interviews made me feel, but they were also different in how they were conducted. Over the years, I have experienced various interview methods: unstructured interviews, behavioral interviews, situational judgement interviews, knowledge tests, and cognitive ability tests. Each have their strengths and weaknesses in how they are able to truly assess a candidate’s predicted performance.
EFFECTIVENESS
When I think about the different interview methods, the most effective were the methods that focused on reliability – the consistency of a performance measure, validity – the extent to which a performance measure assesses all relevant aspects of job performance, and utility – the extent to which a selection method is worth the time and money.
The most successful interviews were the structured ones where the interviewer asked questions that were directly related to the job and job performance. Those who asked questions regarding situational judgement gave me a chance to choose between many options to a situation, allowing me to explain the rationale behind my decision making.
MY ADVICE
If I could give advice to the interviewers of the past, I would tell them that if they want to find the best fit for their open positions, they should choose a selection method that correlates with the job performance they are looking for in the position. Figure out which outcomes are integral to the position and then hire based on how well candidates’ talents will contribute to the job outcomes.
SOURCES
Lecture Notes – Selection
Lecture Notes – Recruiting