Validity and Reliability of Interview as Selection Method
TABLE OF CONTENTS
1.0 INTRODUCTION 1
2.0 THE SELECTION METHOD CONCEPTS 1
3.0 THE JOB INTERVIEW 3 * 3.1 RELIABILITY AND VALIDITY OF THE JOB INTERVIEW 4 * 3.2 STRUCTURING THE CONTENT OF THE INTERVIEW 5
4.0 INTERVIEW IS THE BEST SELECTION METHOD? 6
5.0 CONCLUSION 7
6.0 LIST OF REFERENCES 8
1.0 INTRODUCTION
Workforce planning is a systematic process in which the organization identifies the human resource needs and have it aligned to meet the organization’s goals, visions and missions. Comprising of several diverse roles in the Human Resource function itself, it is the core duty for every personnel department to manage it’s staffing effectively by recruiting, delivering and developing the people as well as the internal environment appropriately for the organization (Rees and French, 2010). Selecting the right people for the right job with the right attitude allows the company to excel and meet it’s objective efficiently. The process of employee selection which contributes to a large portion of the sustainability and profitability of a company calls for the need of Human Resource Management.
The hiring process of a good candidate for a job involves three basic steps; recruitment, selection and socialization. It is very costly for an organization when poor hiring decisions are made. Problems deriving from poor hires are largely high cost of rehiring and retraining, friction amongst staffs as well as resentment of other better workers.
Selection is basically the process of making a “hire” or “no hire” decision regarding each applicant for a job (Anderson and Shackleton, 1993). There are several methods established by Human Resource (HR) experts when it comes to selecting the best candidates for any job positions. Methods include work simulation, psychometrics tests, situational judgements evaluations, assessment centres and many more but the most commonly used selection tool would be the job
1.0 INTRODUCTION 1
2.0 THE SELECTION METHOD CONCEPTS 1
3.0 THE JOB INTERVIEW 3 * 3.1 RELIABILITY AND VALIDITY OF THE JOB INTERVIEW 4 * 3.2 STRUCTURING THE CONTENT OF THE INTERVIEW 5
4.0 INTERVIEW IS THE BEST SELECTION METHOD? 6
5.0 CONCLUSION 7
6.0 LIST OF REFERENCES 8
1.0 INTRODUCTION
Workforce planning is a systematic process in which the organization identifies the human resource needs and have it aligned to meet the organization’s goals, visions and missions. Comprising of several diverse roles in the Human Resource function itself, it is the core duty for every personnel department to manage it’s staffing effectively by recruiting, delivering and developing the people as well as the internal environment appropriately for the organization (Rees and French, 2010). Selecting the right people for the right job with the right attitude allows the company to excel and meet it’s objective efficiently. The process of employee selection which contributes to a large portion of the sustainability and profitability of a company calls for the need of Human Resource Management.
The hiring process of a good candidate for a job involves three basic steps; recruitment, selection and socialization. It is very costly for an organization when poor hiring decisions are made. Problems deriving from poor hires are largely high cost of rehiring and retraining, friction amongst staffs as well as resentment of other better workers.
Selection is basically the process of making a “hire” or “no hire” decision regarding each applicant for a job (Anderson and Shackleton, 1993). There are several methods established by Human Resource (HR) experts when it comes to selecting the best candidates for any job positions. Methods include work simulation, psychometrics tests, situational judgements evaluations, assessment centres and many more but the most commonly used selection tool would be the job
References: Anderson, N., and Shackleton, V., (1993) Successful selection interviewing. 1st ed. Oxford: Blackwell UK Campion, M., Palmer, D., and Campion, J. (1998) ‘Struturing employment interviews to improve reliability, validity, and users’ reactions’. Current Directions in Psychological Science, 7(3), pp.7. CIPD (2012) Selection methods. Available at: http://www.cipd.co.uk/hr-resources/factsheets/selection-methods.aspx. [Accessed 17th March, 2013] Cubiks (2013) Tried and tested: the best selection methods might change their form but they will never go away. Available at: http://www.cubiks.be/Informatiecentrum/ThoughtLeadership/Pages/thought_leadership_best_selection_methods.aspx [Accessed 17th March, 2013] Rees, G., and French, R., (2010) Leading, managing and developing People. 3rd ed. London: CIPD Schdmidt, F., and Hunter, J., (1988) ‘The validity and utility of selection methods in personnel psychology: practical and theoretical implications of 85 years of research findings’. Psychological Bulletin [Online]. 124(2), pp.262. Available at:http://www.moityca.com.br/pdfs/SchmidteHunter1998.pdf [Accessed 15 March 2013]. Tyson, S., and York, A., (1996) Human resource management. 3rd ed. Oxford: Made Simple Books Wiesner, W., and Cronshaw, S. (1988) ‘A meta-analytic investigation of the impact of interview format and degree of structure on the validity of the employment interview’. Journal of Occupational Psychology [Online]. 61, 275. Available at:http://boardoptions.com/jobinterviewpredictivevalidity.pdf [Accessed 16 March 2013]. Wilk, S.L. and Cappeli, P. (2003) ‘Understanding the determinants of employer use of selection method’. Personnel Psychology, 57, pp.103-124.