HUMAN RESOURCES MANAGEMENT

JOB INTERVIEW Ma. Fernanda Bañuelos Glion V

Definition

AN INTERVIEW TO DETERMINE WHETHER AN APPLICANT IS SUITABLE

FOR A POSITION OF EMPLOYMENT

Is the most common tool that job seekers finds in its way…

Strategies to make better the interview:

1) Structure it in a way that is reliable and valid,

2) Train managers to apply the best techniques of the method.

Types

TYPES OF

INTERVIEWS

By Structur

e

StructuredIt is based on a preset form. It is more reliable and valid than the next one.

Unestructured

Does not follow a script or a set order. The questions are not prepared in advance and there is no guarantee to them by the same applicants. The interviewer does not have a rating system.

Based on

Experience

Behavioral Description Interview

(BDI)

Which respondents are asked to actual incidents that have relevant work experience to the position requested. The BDI is based on the premise that the past is what best predicts the future.

Situational Interview

(SI)

Seeks to determine whether the applicant possesses the knowledge and motivation to the job, but achieves this goal differently. The questions is to encourage respondents to respond to hypothetical situations they would face in office seeking.

Interviewer’s trainning

Despite the recent optimism about the validity of job interviews, have yet to answer many questions about its effectiveness. For

years there have been fears that the accuracy of interviewers vary too, well, it's always in the possibility of their prejudice,

since the interviews rely on subjective judgments. The following list summarizes the

problems that limit the accuracy of an interview feature. These errors are the

focus of many training programs for interviewers:

The interviewer speaks a lot.

Reduce the amount of job information obtained from the interviewees.

Inconstant questions asked to applicants

Resulting in different information that is collected from each.

Questions not related

Does not give any information of matter to the job.

Make the interviewee nervous

Makes the spontaneous gathering information

Excessive confidence

Leads to hasty decisions

Typify applicants allow personal preferences to influence the evaluation.

Allow influences Be influenced by the nonverbal behavior of applicants.

Leniency mistake Put high ratings to all the applicants.

Central tendency mistake

Put medium ratings to all the applicants.

Severe mistake Put low ratings to all the applicants.

Halo mistake Allow certain features, good or bad, influence the evaluation of other characteristics

Contrast effect Allow the quality of applicants that preceded the current influence their ratings

The first printing mistake

To evaluate the applicant in the first minutes of the interview

Look-like-me mistake

Favorably evaluate an applicant because he looks the interviewer in some way

In general, well-designed training programs are able to reduce many mistakes in traditional

unstructured interviews, especially when training is done together with a structured interview

format.

Through training, managers better understand how to ask questions, how to record responses from the

applicants and, to some extent, how to become aware of possible trends.

Moreover, recent studies indicate that when a trained interviewer takes notes on behavior during the

interview, its validity improvement.