Positive and Negative Implications of Structured Interview - Essay Example

Management essay: Structured interviews Structured Interview Introduction Hiring decisions are critical among the executives. Research by the Merit Systems Protection Board in U.S indicates reliance of the executives on interviews to determine the best candidate for the managerial position. Structured interviews rely on mechanisms that enhance job-related interviews. Structured interviews are more effective than unstructured interviews, especially when predicting the performance of the management in an organization. This contrasts to unaided interviews where judgment by interviewers is unaided and subject to bias (EBSCO, 2011). Therefore, Executives should use structured interview formats to interview their managers. Discussion Structured interviews entail use of the interview questions written on a paper and the interviewer asks questions verbally noting down the answers. The script may be created in advance or may be given by the human resources department. The questions are structured in a predetermined format and are similar to all interviewees, in this case, interviewee are the managers. A structured interview allows the executive find out any information need remarkably quickly and determines the qualifications of the candidate to the next level. The executives will be released off the pressures since they will be aware of questions to ask, and the answers given by the managers will be reliably aggregated (Beebe, 2001). Structured interview questions are based on the job analysis in order to ensure impartiality and fairness. The questions asked are critically analyzed and highly effective in evoking responses from managers to enable the decision making process. Every candidate is asked a similar question, and the rating scales are detailed to enhance the quantification of the subjective data. Professionalism is highly emphasized through training the executives interviewing the managers. The interview panels in a structured interview provide checks and balances where more than one member from the executive conducts the interview. Structured interviews ensure objective assessment of the responses from the managers based on the rating scale scores (Chiba, 2010). The process of structured interview involves three main stages. The executive members perform different roles during the interview process. Firstly, before beginning any interview, determination of the scope of the interview is crucial. The number of managers in the appointment process is discussed. Review of the crucial documents forming the basis of the interview like the job description and competency profile enhances determination of qualifications and the requirements in job performance. Booklets for taking notes encompass questions on qualifications and any other related information. The assessment booklets enhance rating of the managers based on qualifications. Normally, questions and related rating criteria are same for all managers to facilitate consistency and comparability of the responses. The booklets may be modified based on the appointment process by the executives (EBSCO, 2011). Secondly, structured interviews attend to the administrative matters like the personal information of the managers prior to the interview, preparation for interview location, invitation of the applicants, and arrangement of assessment. The interviewing panel undergoes thorough training on how to conduct an interview. They review all relevant steps in structure interview. The board provides standard introduction to all the applicants like interview format, questions to expect and methods of data recording by the executives. Upon asking the questions, executive board may probe for greater details to ensure elicitation of adequate information to enhance assessment of the qualifications of the managers. Finally, the executive board gives the opportunity to the managers to ask any question as well as outlining the steps of the appointment process (Ellis & Bradley, 2002). Structured interviews allow the executive board members assess the performance of every manager against qualifications outlined in the requirements. This is enhanced through a review process of the responses and consensus on each assessment reached. Integration of the results from interviews with other assessment tools, like the reference test checks enhances final assessment on all applicants. After completion of the appointment process, evaluation of effectiveness of structured interview takes place. This is done by identifying strengths of the interview process based on the organizational requirements (Lievens & Helga, 2008). Positive and negative implications of structured interviews Some of the benefits of structured interviews include the enhanced objectivity and the equal opportunity where same questions are administered, and responses assessed to the same job relevant criteria. Equal opportunity to candidates in demonstration of their qualifications is enhanced, and the executives, rather than an individual assessor, facilitate high objectivity in reaching a final consensus (Matt & Lida, 2008). Structured interviews are more accurate and enhance prediction since questions administered depend on the job-related competencies, and the response by a candidate predict the job performance. Predicting job performance is more effective when using the structured interviews than in the unstructured interviews. Structured interviews have high legal defensibility since they are developed and administered to the candidates based on the professional guidelines, and have a high likelihood of legal defensibility. This is scrutinized on the basis of consistency in applying interviews across the applicants, the job-relatedness of interview questions, and the extent of the objective design of the interview process. Structured interviews are consistent in comparing candidates and ensure fairness especially when the questions are appropriately administered (EBSCO, 2011). Compared to the informal nature of the unstructured interview, structured interviews are more accurate, consistent and procedural. This ensures that the information gathered complies with relevant legislation requirements. However, unstructured interviews allow for personal interaction and the executives build a rapport with the managers to evaluate whether they will be able to work together. Such interviews allow managers evaluate whether they can fit in the organization. On the other hand, structured interviews expose the candidates to anxiety affecting the assessment process while the unstructured interviews engage the candidate to more natural conversation and a better chance of showing off the skills like the interpersonal relationship ability. This is critical when hiring managers and it might not be clearly demonstrated in structured interviews (Beebe, 2001). Rigidity of formal interviews disappoints the hiring board due to lack of personality, general demeanor and the interpersonal skills. Rapport between the candidate and the board is limited due to the emphasis on focused nature of structured interviews. This offers limited room to build a relationship between the parties involved. Structured interviews are effective only in highly technical positions. When there should be an assessment of personal qualifications and personality of the candidate, structured interviews are ineffective. Structured interviews may be intimidating even to the qualified candidates. Formality preoccupies the candidate with giving the accurate answers, and this diminishes ability to demonstrate their personality and confidence. The questions may be administered by different people from the ones who prepared the questions hence prone to limited elaboration of questions to the candidates (EBSCO, 2011). References Beebe, J. (2001). Rapid Assessment Process: An Introduction. Walnut Creek, CA: AltaMira. Chiba, A. (2010). Interview. Electronics Letters 46 (3), 186. EBSCO. (2011). Academic Search Elite. Method Face-to-face structured interviews 5 (3). Ellis, A. P., & Bradley, J. (2002). The Use of Impression Management Tactics in Structured Interviews: A Function of Question Type? Journal of Applied Psychology 87(6), 1200-208. Lievens, F., & Helga, P. (2008). Interviewers’ Sensitivity to Impression Management Tactics in Structured Interviews. European Journal of Psychological Assessment 24(3), 174-80. Matt, G., & Lida, A. (2008). Interviews. Köln: Verlag Der Buchhandlung Walther König. Read More