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.

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

Mastering the Semi-Structured Interview and Beyond offers an in-depth and captivating step-by-step guide to the use of semi-structured interviews in qualitative research. By tracing the life of an actual research project–an exploration of a school district's effort over 40 years to address racial equality–as a consistent example threaded across the volume, Anne Galletta shows in concrete terms how readers can approach the planning and execution of their own new research endeavor, and illuminates unexpected real-life challenges they may confront and how to address them. The volume offers a close look at the inductive nature of qualitative research, the use of researcher reflexivity, and the systematic and iterative steps involved in data collection, analysis, and interpretation. It offers guidance on how to develop an interview protocol, including the arrangement of questions and ways to evoke analytically rich data. Particularly useful for those who may be familiar with qualitative research but have not yet conducted a qualitative study, Mastering the Semi-Structured Interview and Beyond will serve both undergraduate and graduate students as well as more advanced scholars seeking to incorporate this key methodological approach into their repertoire.

Interviewing is one of the most common methods used in small-scale educational research. This book is about semi-structured interviews, in which the interviewer sets up a general structure by deciding in advance the ground to be covered and the main questions to be asked. The detailed structure is left to be worked out during the interview, and the person being interviewed has a fair degree of freedom in what to talk about, how much to say, and how to express it. Semi-structured interviewing is a very flexible technique for small-scale research. It is not suitable for studies involving large numbers of people, but is most helpful in mini-studies and case studies. Chapters address: (1) the use of interviews; (2) different kinds of interviews; (3) the interview schedule; (4) planning and preparation; (5) doing the interview; (6) analyzing the interview; and (7) reporting and communication. (Contains one figure, three references, and five suggestions for further reading.) (SLD)

"This 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. Additional information on assessment methods is available in OPM's online Personnel Assessment and Selection Resource Center. Please see also The Uniform Guidelines on Employee Selection Procedures and the Delegated Examining Operations Handbook."--Page 4.

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.~

"This 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. Additional information on assessment methods is available in OPM's online Personnel Assessment and Selection Resource Center. Please see also The Uniform Guidelines on Employee Selection Procedures and the Delegated Examining Operations Handbook."--Page 4.

This book covers the assessment of people within the workplace. Written in jargon free language, it offers a guide to psychological assessment that can be used by managers in their everyday work. Each chapter will specifically cover an assessment practice and then explore the issues surrounding it, following this discussion with a case study. Ideas for test selection, guidance on assessment centre practice and illustrations of successfully worked exercises are also included.