Effective and Ineffective Interviews
A structured interview is an effective one that is reliable and provides credible information for making the right recruitment decision. Ineffective conducted interviews do not have an organization, ask wrong or unnecessary questions, and do not show anything about a person applying for a job. These determine how reliable, valid, or valuable the interview is as it undergoes evaluation.
Effective Interviews
An effective interview is reliable, valid, and serves the purpose of selecting a suitable candidate. Reliability relates to how the discussion reflects on measuring the same characteristics or talent of each contestant. The questions in the successful interview should aim at the qualifications that should be fulfilled by the applicants and the duties they would have performed if hired[1]. In my experience, the most efficient interview approach was used with pre-determined criteria for evaluation and was structured, standardized interviews utilizing a rating scale or rubric. It also guaranteed equal candidate representation and eliminated biases. Trained interviewers used specific questionnaires to ensure standardized interviews. Interviewers were listening, followed up, and provided feedback. This, in turn, made it possible for a complete evaluation of the candidate’s skills, experiences, and potential and, ultimately, better recruiting decisions.
Ineffective Interviews
Interviews that fail to address reliability, validity, and usefulness are quite unreliable in picking up the proper person for employment. Unstructured interviews can make individuals miss out on their capability to handle obligations and success[2]. In my experience, the ineffective interviews were unstructured and lacked standardization because they relied too much upon the interviewer’s judgment based on an initial impression. The questions asked could be interpreted differently and subjectively evaluated. Such lack of consistency and standardization ultimately leads to biased hiring decisions.
Recommendations for Improving Interview Effectiveness
I would recommend that employers concentrate on improving the reliability, validity, and utility of their interviews. When there is a lack of formalities, the discussions can deviate, leaving the applicants lost and uncertain about what is expected from them. Employers need to be asked prepared questions using an established rating scale to avoid unfairness. Employers should know what knowledge, skills, and abilities are necessary to assess the candidates in this respect. Employers must, therefore, concentrate on questioning what candidates can achieve rather than on what they only experienced. The interviewers can actively listen to the candidates, pose follow-up questions, and give feedback. This provides an opportunity to look more closely at the candidates` skills and experience.
Resources:
Fahey, Sean. “Council Post: Improve the Candidate Experience with Structured Interviewing.” Forbes, April 12, 2023. https://www.forbes.com/sites/forbeshumanresourcescouncil/2023/04/12/improve-the-candidate-experience-with-structured-interviewing/?sh=3fd5a1bb3d43.Taherdoost, Hamed. “How to Conduct an Effective Interview; a Guide to Interview Design in Research Study.” International Journal of Academic Research in Management (IJARM) 11, no. 1 (2022). https://hal.science/hal-03741838/document
[1] Hamed Taherdoost, “How to Conduct an Effective Interview; a Guide to Interview Design in Research Study,” International Journal of Academic Research in Management (IJARM) 11, no. 1 (2022), https://hal.science/hal-03741838/document.
[2] Sean Fahey, “Council Post: Improve the Candidate Experience with Structured Interviewing,” Forbes, April 12, 2023, https://www.forbes.com/sites/forbeshumanresourcescouncil/2023/04/12/improve-the-candidate-experience-with-structured-interviewing/?sh=3fd5a1bb3d43.
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