BA 340 week 3 Discussion: Interviews

Interviews

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Interviews

For decades, interviews have been an integral part of the selection process. This paper will examine and discuss the major problems of the interview as a selection device and also, what the HRM can do to maximize fairness during the interview process.

Interviews are taken to be the most valid and reliable tools for selection but sometimes they are not. They have two major problems of validity and reliability. The only time when interviews could be taken as the most reliable and effective tools are when they are organized and structured having an inclusion of a few tactical questions. The world that we are living today is very competitive and the interviews are only conducted after application. Most employers think that application enables them to know and predict the behavior of the employees instead of having a focus on the employee’s attitude. In a case like this even when the employee is technically strong, it is hard to know the reality about the real efficiency of the workforce. Due to this, interview tool is not efficient and reliable for selection in an environment which is competitive(Matt, 2008).

The following strategies should be implemented prior and following the interview. The interview should be structured, interviewers should be trained, the interviewer should be provided with information about the organization in a detailed form, the evaluation forms for the interview should be standardized and finally, notes should be taken during the interview process. For fairness to be realized in a selection process through interview, the HRM should introduce some new techniques such as using an interview setting which is fixed, following a sequence which is logical, using new techniques to make the candidate talkative, asking question that make the candidate to write the answers on a paper and also verifying the candidates thinking and attitude by asking him or her questions that require creativity and high thinking(Truffaut, & Bergan, 2008). As the HRM continue to talk with the interviewee, he or she is in a position to judge his or her attitude towards the organization and work efficiency through the way he or she talks and responds to the asked questions.

References:

Matt, G. (2008). Interviews (1st ed.). Köln: Walther König.

Truffaut, F., & Bergan, R. (2008). Interviews (1st ed.). Jackson: University Press of Mississippi.