Professional Documents
Culture Documents
Finding 1: Research suggests that due to the alignment with job responsibilities,
types of questions used, and consistency across candidates, structured interviews
provide a more valid assessment tool than traditional interviews and as a result
increase quality of hire.
According to Workforce.com,
a majority of Fortune 500
companies and government
agencies use some form of
behavior-based structured
interviewing during the
3
recruiting process.
Behavioral
Questions
Situational
Questions
Job Knowledge
Questions
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KEY FINDINGS
Prepare
Questions
Conduct
Interviews
Evaluate
Candidates
HR should review all questions for illegal inquiries and determine how to
structure the interview. The recruiter and hiring manager should ask and
assess all candidates using the same question roster.
Step 3: Candidate Evaluation
HR and the hiring manger should rank all candidates on their demonstration of
required competencies and work habits to make employment decisions.
Design interview questions according to the job description and its relevant
functionsEffective structured interviews assess candidates previous relevant job
experience. Organizations should develop questions around job characteristics to
10
assess candidates qualifications systematically.
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KEY FINDINGS
Previous Managers
o
Describe what you liked and disliked about management styles you have observed in
previous jobs.
o
Describe a work situation in which you delegated responsibility successfully.
Alternatively, discuss a time when your delegation of responsibility did not work out
well. How did you handle that situation?
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KEY FINDINGS
Finding 3 (continued)
Organizations can include
cultural assessments throughout
the entire recruiting process,
18
including the following areas:
Candidate selectionTarget
candidates at organizations with
similar organizational culture and
values.
Job postingWrite job
advertisements that reflect
organizational culture. Ensure that
internal and external recruiters
know the organizations culture
and values.
Interviewing Ask candidates
behavioral questions based on
organizational culture to gain
insight into cultural fit.
Customer-Focused
Organizations
Customer focus
Interpersonal savvy
Listening skills
Process-Focused
Organizations
Cautiousness
Detail orientation
Organizational agility
Planning capabilities
Priority setting
Process management
Problem solving
Thoroughness
When is it OK to lie?
Describe the job you are applying
for.
Why are you interested in this
position?
1
Society for Human Resource Management, "Behavioral-Based Interviews Take Many Forms," www.shrm.org
(November 2002/ Revised January 2004). [Accessed 16 November 2004].
(Due to copyright restrictions, a copy of this article cannot be provided.)
2
Author Unknown, "Human Resources Department Management Report," IOMA (September 2002).
(Obtained through Lexis-Nexis, a division of Reed Elsevier, Incorporated).
3
Arthur Bell, Ph.D., "How to Use Behavior-Based Structured Interviewing," www.Workforce.com (Date Unknown).
(Obtained through http://www.workforce.com). [Accessed 16 November 2004].
4
Blake Lowry and Perry Alter, "Applying Core Competencies to Selection Interviews," www.HR.com (Date Unknown).
(Obtained through http://www.hr.com). [Accessed 16 November 2004].
5
Paul J. Taylor and Bruce Small, "Asking Applicants What They Would Do Versus What They Did Do:
A Meta-Analytic Comparison of Situational and Past Behaviour Employment Interview Questions,"
Journal of Occupational and Organizational Psychology (2002). (Obtained through EBSCO).
6
Author Unknown, "The Structured Selection Interview: A Sound Method of Assessment,"
Public Service Commission of Canada (Date Unknown). (Obtained through http://www.psc-cfp.gc.ca).
[Accessed 16 November 2004].
7
Arthur Bell, Ph.D., "How to Use Behavior-Based Structured Interviewing.
8
Mary Joki Ebb, Esq., "Structured Interview: Powerful Retention Tool," CFG Update (January/February 2001).
(Obtained through http://www.cfginsurance.com). [Accessed 16 November 2004].
9
Society for Human Resource Management, "Structured Behavioral Interviewing: Oldie But Goodie," www.shrm.org
(November 2002/ Revised January 2004). [Accessed 16 November 2004].
(Due to copyright restrictions, a copy of this article cannot be provided.)
10
Author Unknown, "The Structured Selection Interview: A Sound Method of Assessment."
11
Arthur Bell, Ph.D., "How to Score a Behavior-Based Structured Interview," www.Workforce.com (Date Unknown).
(Obtained through http://www.workforce.com). [Accessed 16 November 2004].
12
Arthur Bell, Ph.D., How to Use Behavior-Based Structured Interviewing.
13
Author Unknown, "Using Behavioral Interviewing to Help You Hire the Best of the Best," HR Focus (1 August 2004).
(Obtained through Factiva).
14
Arthur Bell, Ph.D., "Examples of Behavior-Based Questions and Follow-Ups," www.Workforce.com (Date Unknown).
(Obtained through http://www.workforce.com). [Accessed 16 November 2004].
15
Catherine Neiner, "Making the Case for Behavioral Interviewing," Wetfeet.com (December 2000).
(Obtained through http://www.wetfeet.com). [Accessed 16 November 2004].
16
John Miraglia, "Recruiting in the Fourth Dimension," Electronic Recruiting Exchange (11 February 2003).
(Obtained through http://www.erexchange.com). [Accessed 16 November 2004].
17
John Miraglia, "Using Corporate Culture in Recruiting and Selection," Electronic Recruiting Exchange (20 May 2003).
(Obtained through http://www.erexchange.com). [Accessed 16 November 2004].
18
John Miraglia, "Using Corporate Culture in Recruiting and Selection."
19
Sarah Hood, "Hire Echelon," Canadian Business (7 June 2004). (Obtained through EBSCO).
20
Arthur Bell, Ph.D., "Examples of Behavior-Based Questions and Follow-Ups," www.Workforce.com (Date Unknown).
(Obtained through http://www.workforce.com). [Accessed 16 November 2004].
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KEY FINDINGS