Make job interviews professional

But how?

Job interviews are part of almost every staff selection process. HR managers usually pursue several objectives: they want to get to know applicants, form an impression of their motivation and willingness to perform, and, not least, frequently test their professional and social skills. Interviews also give companies an opportunity to present themselves, clarify expectations, and thus attract applicants (employer branding). It's no wonder that job interviews usually seem to HR managers like the ideal solution in personnel selection. But is that really true? Let's look at what science says about how well job interviews work in the selection process.

The good news first: in fact, scientific meta-analyses identify, on average, a significant relationship between performance in a job interview and professional success (Schmidt & Hunter, 1998). However, caution is warranted, as this relationship is subject to strong fluctuations: while some job interviews predict career success very well, i.e. are very valid, the validity of many job interviews used in practice is low. Such interviews are therefore not suitable for distinguishing between suitable and unsuitable candidates.

Increase the validity of the job interview? How can this be achieved?

In order to increase the validity of your job interview, it is important to design it in accordance with scientific findings. According to Schuler (1992), the validity of interviews depends primarily on three factors:

1. a well-founded, preceding requirements analysis
2. standardization and structuring
3. the number of interviewers and their training

Interviews are therefore particularly valid if they:

• focus explicitly on a well-founded, preceding requirements analysis and thus have a high level of job relevance,
• follow a (partially) standardized guideline for the selection and sequence of questions, and
• are conducted by at least two trained interviewers who reach a decision by consensus.

What this means in concrete terms for designing your next job interview is explained in the following guide.

Tips for professional interviews

1. Use a well-founded requirements analysis as a basis for the design

Based on a well-founded requirements analysis, determine the necessary and desirable characteristics of ideal applicants that you would like to measure during an interview. Weigh the criteria according to their importance for the position to be filled. A data-driven method also ensures greater efficiency and continuous optimization.

2. Standardize and structure the interview

Develop a company- or department-specific interview guide. This should define key questions that are identical for all applicants and at the same time offer enough room for flexibility and individuality. Take notes and record important statements in writing. Use behavior-based assessment scales for better structuring. In individual statements, these define the behavior of applicants that should be observed during the interview (e.g. the applicant communicates clearly and confidently).

3. Conduct the job interview with at least two trained people

Make decisions by consensus based on the individual observations of multiple interviewers. Conduct regular training for interviewers and repeatedly raise awareness of possible appraisal errors.

4. Use the interview as a steering tool for further procedures

Use the interview to form a better first impression of applicants' strengths and possible weaknesses. Then use these insights to guide the content of further aptitude diagnostic tests (e.g. additional tests on the ability to concentrate).

5. Continuously evaluate the validity of your interview

Understand personnel selection as a continuous improvement process. Regularly evaluate the success of your job interviews in identifying suitable applicants. Continuously develop guidelines and requirement profiles, and offer ongoing training even for experienced interviewers.

Sources

• Schmidt, F.L., & Hunter, J.E. (1998). The Validity and Utility of Selection Methods in Personnel Psychology: Practice and Theoretical Implications of 85 Years of Research Findings. Psychological Bulletin, 124, 262—274.
• Schuler, H. (1992). The multimodal recruitment interview. Diagnostica, 38, 281—300.