But how?
Job interviews belong to almost everyone Staff selection process. HR managers usually follow multiple destinations. In this way, they want to get to know the applicants, get an impression of their motivation and willingness to perform and, last but not least, frequently test their professional and social skills. In addition, there are also opportunities for companies to present themselves, clarify expectations and thus attract applicants (Employer Branding). It's no wonder that job interviews for HR managers usually seem to be the ideal solution in personnel selection. Rightly so? Let's look at what science says about the suitability of job interviews in the personnel selection process.
The good news first: In fact, you can scientific meta-analyses On average, identify a significant relationship between performance in a job interview and professional success (Schmidt & Hunter, 1998). However, care should be taken, as this relationship is subject to strong fluctuations: While some job interviews predict career success very well, i.e. are very valid, the The validity of many job interviews used in practice is low. The interviews are therefore not suitable for distinguishing between suitable and unsuitable candidates.
Increase the validity of the job interview? How can this be achieved?
In order to increase the validity of your job interview, it is important to design it in accordance with scientific findings. According to Schuler (1992), the validity of interviews depends primarily from three factors:
- of the previous Requirements analysis
- standardization and structuring
- the number of interviews and their training
Interviews are therefore particularly valid if they are:
- focus explicitly on a well-founded previous requirements analysis and thus have a high level of job reference,
- the selection and sequence of questions follows a (partially) standardized guideline, and
- At least two trained interviewees conduct the interview and make a decision by consensus.
What this means in concrete terms for designing your next job interview is explained in the following guide put together...
Tips for professional interviews
1. Use a well-founded requirements analysis as a basis for the design
Based on a well-founded requirements analysis, determine the necessary and desirable characteristics of ideal applicants that you would like to measure during an interview. Weigh the criteria according to their importance for the position to be filled. One data-driven method It also ensures greater efficiency and continuous optimization.
2. Standardize and structure the interview
Develop a company or department specific Interview guide. This should define key questions that are identical for all applicants and at the same time offer enough room for flexibility and individuality. Take notes and record important statements in writing. Use behavior-based assessment scales for better structuring. In individual statements, these define the behavior of applicants that should be observed during the interview (e.g. the applicant speaks clearly and clearly).
3. Conduct an interview with at least two trained people
Meet Decisions made by consensus based on individual observations from several interviewees. Conduct regular training for interviews and do possible things over and over again appraisal error consciously!
4. Use the interview as a control function for further procedures
Use the interview to get a better first impression of applicants' strengths and potential weaknesses. Then use the knowledge to add more content aptitude diagnostic tests to control (e.g. additional tests on the ability to concentrate).
5. Continuously evaluate the validity of your interview
Understand personnel selection in terms of continuous improvement process. Regularly evaluate the success of your job interviews in identifying suitable applicants. Continuously develop guidelines and requirement profiles and offer continuous training even for experienced interviewers.
Sources
- Schmidt, F.L., & Hunter, J.E. (1998). The Validity and Utility of Selection Methods in Personnel Psychology: Practice and Theoretical Implications of 85 Years of Research Findings. Psychological Bulletin, 124, 262—274.
- Schuler, H. (1992). The multimodal recruitment interview. Diagnostica, 38, 281—300.
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