Describes and illustrates the two main approaches to structured interviewing: the behaviour description interview and the situational interview.

According to recent research, the structured interview is a more effective way to conduct interviews compared to the traditional approach. In addition, the structured interview offers a more equitable treatment of candidates and is more easily defensible in court. In this book, the authors present the most current knowledge and techniques regarding the selection interview. They provide a practical guide which takes into consideration numerous organizational constraints. Depending on the specific situation in which it may apply, different ways of conducting a selection interview are presented along with their advantages and limitations. The authors explain in detail how to prepare a structured interview, develop the best questions possible, conduct the interview, and use the information gathered to evaluate candidates. They propose answers and possible solutions to the most common questions and problems that arise when conducting interviews. They also provide meaningful tools and practical exercises designed for human resource professionals and for anyone willing to improve their ability to use structured interviews, an indispensable tool in personnel selection.

Designed to assist practitioners in developing interview procedures for their organizations, this work shows how competence-based human resource management techniques can be applied to employment interviews. Research has shown that the traditional interview does not predict employment success as well as the structured interview, while the structured interview is also the method of choice to ensure a fair and nondiscriminatory hiring process. Leading the practitioner through the three-step interview process—preparation, interviewing techniques, and evaluation of applicants—this guide provides sample questions, a case study, and forms to help the reader conduct successful structured interviews. Also included is a chapter on issues related to equal opportunity employment and a comprehensive review of the literature on structured interviewing.

This completely rewritten edition of the bestselling The Employment Interview Handbook provides a comprehensive review of various streams of research into employment interviewing, including: the validity and fairness of interview outcomes; assessment of person-organization `it'; factors affecting the interviewer's decision-making process; and applicant perspectives on the process of interviewing, including impression management. The book concludes with a summary of the volume's implications for theory building, research methods and effective practice.

Federal Agency mission accomplishment is substantially affected by who gets hired. Agencies must select people who possess characteristics required for the job. The employment interview is an effective way of determining who has these attributes and therefore, who is right for a job. The interview is popular because it is more personal than traditional selection assessments (e.g., written tests) and because it can be used to evaluate job characteristics not easily measured with other procedures (e.g., Oral Communication and Interpersonal Skills). Interviews are typically used for one of two purposes in the Federal Government. First, the interview may be used as part of the formal selection process in which candidates are screened or ranked based on their scores. Second, a “selecting official's interview” may be used to verify candidates' qualifications for a job after they have been rated using other assessment methods, but prior to making a hiring decision. In a selecting official's interview, candidates' responses are typically not scored. This guide, Structured Interviews: A Practical Guide, provides practical information on designing structured interviews. The guide discusses why interviews should have structure, what structure consists of, and how to conduct a structured interview. It also addresses the pros and cons of different types of interview questions and helpful/harmful interviewing techniques. Additionally, the guide provides practical tools for developing and implementing a structured interview. For step-by-step checklists for implementing and developing a structured interview, refer to Appendix A and Appendix B, respectively. The guidance on developing and administering structured interviews applies to interviews formally rated as part of the assessment process, as well as those used by the selection official to verify a candidate's qualifications after he/she has been rated by other assessment procedures. However, since responses are typically not scored in a selecting official's interview, the information in this document related to developing and using rating scales may be of limited use for the selecting official's interview. This guide is not intended to be exhaustive of the possible approaches to developing a structured interview, but to provide one effective method.~

Most people, at some point in their lives, experience the stress of being interviewed for a job. Many also face the task of interviewing other people. But what does the science tell us about this unique social situation? What biases are involved, and how can we become aware of them? And how can job interviews be structured so that they are fair and effective? This second edition of The Psychology of Job Interviews provides an accessible and concise overview of what we know. Based on empirical research rather than secondhand advice, it discusses the strategies and tactics that both applicants and interviewers can use to make their interviews more successful; from how to make a good first impression to how to decide which candidate is the best fit for the role. Updated throughout, this timely new edition comes with an additional chapter focused on technology in interviewing. Also featuring the addition of a new "Toolbox" at the end of chapters with practical summaries, tools, advice, and concrete examples, the book guides job applicants on how best to prepare for and perform in an interview and provides managers with best-practice advice in selecting the right candidate. Debunking several popular myths along the way, this is essential reading for anyone interested in understanding what is really happening in a job interview, whichever side of the desk you are sitting.

Providing an analysis of theory, research and practice, this volume creates a forum for the integration and cross-fertilization of the diverse research on employment interviewing. It considers the implications of enhancing interviewer performance and aims to stimulate further research.

This study investigated the extent to which structured interviews predict task and contextual performance dimensions. Participants recruited from undergraduate business courses at a mid-sized, Midwestern university participated in a structured interview and received performance assessments from three separate rating sources (self-assessment, performance assessment exercise, peer/supervisor assessors). Study results showed that the contextual performance dimensions of the interview significantly predicted contextual performance ratings provided in peer/supervisor assessor questionnaires and predicted these ratings above and beyond the prediction of the task dimension of the interview. Conversely, the task dimension of the interview did not predict task performance in any of the performance rating sources. Further, a paper-and-pencil measure of conscientiousness was found to be a good predictor of contextual performance ratings across the three performance rating sources. The contextual performance dimension of the interview, however, predicted a significant amount of variance in contextual performance ratings in the assessor questionnaires above and beyond the conscientiousness measure. Finally, both task and contextual dimensions of the interview predicted overall performance in the assessor questionnaires while the contextual dimension predicted overall performance above and beyond the prediction of the task dimension. Various exploratory analyses were also conducted and evaluated. The implications of the study results along with various limitations are discussed.