CANDIDATE SELECTION & INTERVIEW TYPES

SELECTION TOOLS

• Resumes
• Employment Applications

SCREENING TOOLS

• Result of recruiting phase
• Find those who best meet the needs of the position
• Establish procedures that ensure EEO
• Narrow candidate pool
• Use variety of tools

RESUMES

• Most common form of applying
• First step, contains relevant information
• Tends not to be enough to make a complete decision
• Lacks content and individuality
• Difficult to compare candidates

Untitled Slide

• Puts candidates in favorable lights
• Doesn't include info necessary to determine whether applicant is qualified for position
• Good practice to have applicants complete application

APPLICATIONS

• Info requested must be both job related & valid predictor of success in position.
• Key benefit- inclusion of statement signed by applicant stating that info included is true and complete
• Statement can be useful in the event the employer finds discrepancies or misstatements subsequent to hiring candidate
• 4 forms of applications
• Considered employment tests

SHORT FORM

• Less extension
• Usually used for transfers
• Good for promotions

LONG FORM

• Contains job related requirements listed on applications

JOB SPECIFIC

• Application includes specific information related to the position or profession.
• Appropriate for: teaching, scientific careers, or volume hiring in similar positions.

WEIGHTED

• Assists recruiters in evaluating candidate's qualifications
• Uses job description, job aspects
• Reduces bias
• Expensive to maintain because application changes when description changes.

COMMUNICATING W/APPLICANTS

• HR departments criticized for ignoring job applicants
• Large volume of application forms make it difficult
• Many companies use auto respond email, acknowledges receipt of electronic resumes and applications
• Let's them know they'll be contacted if company is interested.
• Mail or in-person applications will be similarly acknowledged w/ postcards

Untitled Slide

• Recruiters in contact w/ candidates who move forward in process until they have been removed from consideration
• Final communication that they are no longer being considered is appropriate
• Usually made in writing
• Candidates who make it to final round deserve phone call.
• Leaves them with favorable view of organization

BEHAVIORAL INTERVIEW

• Based on premise that past behavior is best predictor of future behavior
• Interviewer will ask candidates how they have handled specific situations in the past w/ previous jobs or experiences.
• Expected to describe situation/problem and steps they took to resolve it as well as outcome.
• Interviews must drill down answers to determine experience.

DIRECTIVE INTERVIEW

• Controlled, preset questions asked of all candidates
• Guided by interviewer

NON DIRECTIVE

• Controversial, broad questions
• Allows candidate to guide conversation
• Great deal of information relating to candidate's qualifications
• Difficult to ensure consistency I all questions for all candidates
• Can become a problem when evaluating candidates

PATTERNED INTERVIEW

• Created to cover specific areas related to the job
• Questions may differ
• Covers each area w/ every candidate

PANEL INTERVIEW

• Several interviews at once, can be any combo of interview types

STRUCTURED INTERVIEW

• Similar to directive
• List of questions prepared ahead of time
• Questions used for all candidates

STRESS INTERVIEW

• Puts candidates in real life situations to elicit stress of role
• Determines how they will perform when in role

APPROPRIATE VS INAPPROPRIATE