The modern-day interview process acts as a turning point for employers and candidates in a competitive job market. Reflecting on different interview experiences at different times has earned me great respect for effective interview techniques in terms of fairness, reliability, validity, and utility.
On some occasions, I have attended interviews that were more organized, where the interviewers seemed to understand the job at hand and the culture of the organization. The interviews worked so well because the process encapsulated both behavioral and situational questions, allowing candidates to present their job competencies and experiences. According to Chamorro-Permuzie & Steinmetz (2013), companies usually seek the best method of identifying the next superstar employee. The interviewers further listened actively to candidates, writing extensive notes and building a rapport with them to make the interview process very appealing.
However, I have also encountered interviews that lacked reliability, validity, and utility. Some have even used subjective impressions and snap judgments based on superficial considerations like personal appearance or first impressions as a criterion in the interview. The lack of objective measurement of candidates against job competencies or qualifications demonstrated low validity and reliability. Nor did some of the interviews add to the effectiveness because they did not reasonably forecast the possible performance of the candidate in the job and their fit with the organization.
Upon reflection of these encounters, I firmly believe that employers can implement numerous strategies to ensure the most effective execution of their interviews. Employees deliver well when they undertake their job with passion (Harter et al., 2016). Firstly, employers should ensure there is adequate training for the interviewers so they understand why one should use structured interview techniques and minimize biases.
The second reason is that the incorporation of a combination of assessment methods, such as work samples, cognitive ability tests, and behavioral interviews, increases the validity and reliability of a process. Providing candidates with a realistic job preview and clear expectations from the outset can enhance the interview process’s utility (Harter et al., 2016)
This enables them to make informed decisions about their compatibility with the organization.
Essentially, good interviews will identify the most suitable person for the job, avoiding unfairness and reducing bias to the least possible degree. Thus, the better the design and implementation, the more likely employers are to provide adequate evidence for reliability, validity, and utility in their selection process and use of their selection system, which will benefit hiring decisions and organizational outcomes.
References
Chamorro-Permuzie, T., & Steinmetz, C. (2013, August). The Perfect Hire. Scientific American, 24(3), 42–47.
Harter, J., Buckingham, M., & Gallup Organization. (2016). First, break all the rules: what the world’s greatest managers do differently. Gallup Press.
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