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Selection Processes

Selection Processes The structured interview, to select potential employees, should be used by the company to maintain efficiency and staffing quotas. The structured interview is valid, reliable, and would be effective for the selection needs of this company. A great deal of empirical research has examined the perceived fairness of selection interviews. These data indicate that interviews are generally perceived to be fair (Kravitz et al., 1996). Characteristics of the structured interview that make it an effective and reliable selection system are: Consistency of administration, interpersonal effectiveness of the administrator, two-way communication, propriety of questions, information about the job and organization, feedback, and selection information (Gilliland, 1993). Consistency of administration is the use of consistent questions or tests during the selection process for all applicants. In a series of studies, Singer found that more justice was perceived when the organization used the same selection procedures for every applicant (Singer, 1993). Next, structured interviews must have an effective administrator conducting the interview. In a sense a good recruiter or interview administrator acts like a good counselor. Three behavioral dimensions in particular, were related to better outcomes. The first dimension was non-directive counseling behavior (Bies and Moag, 1986). Most effective interviewers made reference to the job candidate’s feelings, summarized their statements, and made interesting comments. The second dimension was their listening skills. An interviewer should talk less, nod when the candidate spoke, and set aside time for questions (Schuler, 1993). The third dimension of an effective interviewer, is the amount of information they provide. Interviewers should provide an open and honest exchange (Bies and Moag, 1986). Third, a structured interview should be used because it provides the opportunity for two-way communication. According to Gilliland (1993), two-way communication is an advantageous characteristic of the structured interview. Effective two-way communication allows the applicant a sense of voice regarding the selection decision. Simply put, two-way communication allows the candidate their “say”. Next, the structured interview should maintain propriety of questions. Invasive or improper questioning must be avoided to maintain a valid and reliable interview. The structured interview provides the opportunity for the employer to explain the job requirements and the organization itself. A Realistic Job Preview (RJP) is a good way to do this. An RJP provides the applicant with an honest assessment of the pertinent tasks and the organization in general, even when such information does not reflect well on the company (Gilliland, 1993). A structured interview also allows for feedback. Organizations should offer applicants timely and useful feedback. This specific information has the benefit of differentiating one organization from another (Rynes, Bretz, and Gerhart, 1991). This feedback aids the candidate in making a more informed decision and in return the organization gets a more satisfied employee. The final characteristic of an effective structured interview is the selection information. During the selection process the interviewer should provide information on the process. This allots the applicant the opportunity to better understand their selection, increasing the chance that they will be more self-selecting. Self-selecting increases the organizations effectiveness for hiring a satisfied employee. A structured interview is the most effective selection system when conducted correctly. It is more effective than cognitive-abilities tests, because the abilities tests only address how the person may perform. It fails to address the concerns of the applicant that may lead to turnover and other various aspects. The interview is also more effective than biographical inventories (biodata). Biodata lack job relevance and may pose legal liabilities for the organization. In summary, the interview serves two major purposes that set it apart: the organization is able to effectively evaluate the candidates suitability for employment and the candidate is able to evaluate whether the company and the job are right for them. The interview has high validity and high reliability, thus increasing the organization’s productivity and reducing its liability. To further reduce its liability and increase its productivity, the organization should base its selection process on a job analysis. A thorough job analysis will document the tasks performed on the job, the situation in which the work is performed, and the human qualities needed to perform the job. Use of the job analysis will reduce misunderstandings and help identify the knowledge, skills, and abilities required to perform a job. It also reduces an organization’s liability by helping make sure that the company is in compliance with civil rights legislation. The job analysis justifies the job relatedness of the HR practices responsible for discrimination. In conclusion, this organization should use a well-structured interview based on a thorough job analysis to effectively select high quality applicants for employment. Bibliography: Bies, R.J., & Moag, J.S. (1986). Interactional Justice: Communication criteria for fairness. In B. Sheppard (Ed.), Research on negotiation in organizations (Vol. 1, pp. 43-55). Greenwich, CT: JAI. Gilliland, S.W. (1993). The perceived fairness of selection systems: An organizational justice perspective. Academy of Management Review, 18, 694-734. Kravitz, D.A. (1996). Evaluations of drug testing programs. Employee responsibilities and Rights Journal, 10, 65-86. Rynes, S.L., Bretz, R.D., Jr., & Gerhart, B. (1991). The importance of recruitment in job choice: A different way of looking. Personnel Psychology, 44, 487-521. Schuler, H. (1993). Effects of assessment center participation on self-esteem and on evaluation of the selection situation. In H. Schuler, J.L. Farr (Eds.), Personnel selection and assessment: Indivdual and organizational perspectives (pp. 109-124). Hillsdale, NJ: Lawrence Erlbaum. Singer, M. (1993). Fairness in personnel selection. Aldershot, New Zealand:Avebury.

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