Designing the Interview Evaluation Form Part 1

Introduction

When you design the interview evaluation form, it may be good to pause for a moment, step back and think about what work and does not work; and what do you want out of the exercise.

Purpose

The interview evaluation is just a tool. Do remember that you are hiring for the business and that you are looking for some ways to hire great people that will enjoy the work; can work with others as a team and help you grow the business.

This article aims to persuade you to think a bit more thoroughly not just about the tool but why you are using it; and hopefully convince you to take a broader and more holistic approach.

If you are the entrepreneur, you probably would want to pick someone “ who you totally trust, whose is totally committed, who shares your vision, have a different set of skills and also who does a check on you (words of Bill Gates)”

An important point for having an interview form will be for documenting the reason(s) for your hiring decisions.

What Does Not Work

From my own experience, here are some features of interview form and interview techniques that either do not work or

Long interview form (more than 2 pages) Unless interviewers complete the form during the interview or just after the interview, often they either did not complete it or write very little. You often have to chase to complete and return the form.
Behavioral interview questions (Behavior description interviews and structured ) The premise behind behavioral interviewing is that the most accurate predictor of future performance is past performance in similar situations. (Source:Quintcareers.com)

The behavioral interviewing methodology comes with a list of interview questions. Even if they are trained, interviewers tend to ask their own questions and ignore the listed questions.

Competency based interviews (Situational interviews or Case interviews) In these types of interviews, “interviewers will ask questions that require candidates to demonstrate that they have a particular skill or a “key competency” the firm is looking for. Candidates will be asked to do this using situational examples from their life experiences, to illustrate their personality, skill set and individual competencies to the interviewer.Competency interviews may also feature questions that probe candidates on their knowledge of the company and industry they have applied to. This type of interview question tests candidates on their motivation and commitment to career.” (Source: Wikijob.co.uk)

The success of this method depends on how familiar the interviewer is with the purpose of the role played by the vacancy, the key competencies for the job and the common work situations the job holder will encounter. However, it omits character traits.

Scoring Some interview evaluation form comes with a scoring method. The logic is that this appears to be more scientific, where the interviewee with the best scores should be chosen.The problems are with interviewers changing the score or not completing the score and the fact that the score is not scientific at all.
Assessing for competencies in soft skills which the interviewers  are not able to observe during the interviews These are part of the conversations where the interviewers have to take what the interviewees said at face value and trust to some extent that what they said is true. Examples are being customer focused; influencing others; leading, developing and managing people.
Providing an interview guide Most people never bother to read them. Interviewing is a skill that you gained efficiencies both through practices and coaching. This probably some people do it better than others.
Providing interviewers with space for them to write their open ended or clarifying questions or any other interview questions. Either the interviewer had forgotten some of the questions that they had asked or will just write some questions just to complete the form.

Staging the Screening Process

Rather than relying on the interview to screen the candidate, the chances of selecting the right person is increased when we split the process into pre-interview, the interview and post-interview.

Phone Interview

Phone interview can be used to gather information missing from the applicant’s resume.

This is not always necessary.

Job Application Form and Supporting Documents

Job application form is often used to gather other information beyond what is provided in the applicant’s resume to obtain a better understanding of the applicant as a person.

Sometimes supporting documents such as university transcripts help to provide an understanding of the applicant’s academic curriculum. However, one also has to realize that qualities of education even between universities differ and also work testimonials could be exaggerated.

The Pre-interview Form

In the pre-interview stage, it is possible to use a pre-interview form for the job applicant to do self-ratings of his skills and knowledge areas, and to give written answer to questions. The advantage of this is a better use of the interview time.

Psychometric Tests

Psychometric tests include personality profiles, reasoning tests, motivation questionnaires, and ability assessments.

Reasoning tests cover:

  • Numerical reasoning tests
  • Verbal reasoning tests
  • Diagrammatic reasoning tests
  • Situational judgement tests

In the interview, you want a reliable and valid way to measure areas like personality, attitude, ability, aptitude, and interest.

In the traditional interview, you can ask the person directly, observe the person in action, or even gather observations about the person from other people. However Interviewers are susceptible to same bias and perspective  that are found with performance appraisals. By using a psychometric test, you hope to make a more objective and impartial judgment.

Since objectivity is key to using these assessments, a good psychometric test provides fair and accurate results each time it’s given. To ensure this, the test must meet 3 key criteria:

  • Standardization – The test must be based on results from a sample population that’s truly representative of the people who’ll be taking the test.
  • Reliability – The test must produce consistent results, and not be significantly influenced by outside factors.
  • Validity – The test has to measure what it is intended to measure.

There are a number of barriers to their successful uses in the work place :

  • Being a target for the unscrupulous psychometric test distributor
  • Poor, non-expert trainers
  • Training which is difficult to understand and very theoretical
  • Lack of expertise in knowing about the pros and cons of various types of ability and personality tests and, what tests can and cannot do.
  • Psychometric tests need to be customized to the needs of the business.
  • Price
  • Psychometric test administration can affect the reliability of the test results.

REFERENCES

Psychometric Testing

http://www.mindtools.com/pages/article/newCDV_21.htm

http://www.psychometricassessment.com/blog/tag/reliability-of-psychometric-tests/

The Perfect Fit, Isn’t

http://www.asktheheadhunter.com/gv060106.htm

Types of Interviews

http://www.hr-guide.com/data/G311.htm

Interviewing

http://ucsfhr.ucsf.edu/files/new_hire_checklist/A9_Interviewing.pdf

Types of Selection Methods

http://www.explorehr.org/articles/Selection_+_Recruitment/Types_of_Selection_Methods.html

 

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