The document discusses the benefits of structured interviews over unstructured interviews for predicting job performance. Research has shown that unstructured interviews have low predictive validity, while structured interviews are significantly better predictors. Meta-analyses demonstrate that interview validity generally increases with higher levels of structure. While unstructured interviews are popular, research supports the use of structured interviews to reduce variability among candidates and improve hiring outcomes.

1. Prepared by Chris Lasse, VP of Human Resources at Old Second National Bank, for the Valley Human Resources group meeting on February 11, 2015
MAKING THE CASE FOR THE STRUCTURED INTERVIEW
“A remarkable finding…is that personnel practices which are not supported by empirical research are often very popular
whereas…[those] which have been shown to be effective are less frequently used…This inverse relationship…is probably most
strikingly exemplified by the attractiveness of low structure interviews.” (Lievens & De Paepe p 29)
Structure Matters
“Most selection interviews are unstructured…Research has shown that unstructured interviews are not particularly useful for
predicting job performance.” (Pulakos p 11)
The table below lists “assessment methods…and shows their standing on four important criteria:” (p 17)
“Hunter and Hunter’s (1984) meta-analysis…found…a mean validity of only .14 for the interview.” However, if the degree of
structure is isolated, “these results (a) confirm that structure is a major moderator of interview validity, (b) demonstrate that
validity generally increases with increasing structure.” (Huffcutt & Arthur p 184)
When applying the chart below to meta-analysis, “the results demonstrate that mean validity generally appears to increase with
increasing levels of structure. However, this trend asymptotes at Structure 3, beyond which additional structure yields very little
incremental validity.” (p 187-188)
“The unstructured individual interview has the least predictive validity of all interview types…The structured individual interview
is a significantly better predictor than the unstructured.” (Wiesner & Cronshaw p 281)

2. Prepared by Chris Lasse, VP of Human Resources at Old Second National Bank, for the Valley Human Resources group meeting on February 11, 2015
Interviewing is a High Stakes Game
“Research over the last 15 years has shown that the variability of performance and output among (incumbent) workers is very
large.” (Schmidt & Hunter p 263)
“Standard deviation across individuals…has been found to be at minimum 40% of the mean salary of the job.” (p 263)
Example 1: Example 2:
Bureau of Labor Statistics Estimates Turnover Cost at 50-200% of Salary.
References
Equal Employment Opportunity Commission, Civil Service Commission, Department of Labor, Department of Justice. (1978).
Uniform Guidelines on Employee Selection Procedures. Federal Register. 43. 38290-38315.
Huffcutt, Allen I., & Arthur, Jr., Winfred. “Hunter and Hunter (1984) Revisited: Interview Validity for Entry-Level Jobs.” Journal of
Applied Psychology. 1994. V79 N2.
Lievens, Filip & De Paepe, Anneleen. “An empirical investigation of interviewer-related factors that discourage the use of high
structure interviews.” Journal of Organizational Behavior. V25. 2004.
Murphy, Joseph P., et. al. Practical Rigor: Evidence-Based Management to Improve Hiring in High Population Jobs. Creelman
Research, Inc. 2013.
Pulakos, Elaine. “Selection Assessment Methods.” SHRM Foundation’s Effective Practice Guidelines. Society for Human Resource
Management (SHRM). 2005.
Schmidt, Frank L., & Hunter, John E. “The Validity and Utility of Selection Methods in Personnel Psychology: Practical and
Theoretical Implications of 85 Years of Research Findings.” Psychological Bulletin. 1998. V 124 N2.
Society for Industrial and Organizational Psychology, Inc. Principles for the Validation and Use of Personnel Selection Procedures.
Fourth Edition. 2003.
Terpstra, David E. and Rozell, Elizabeth J. “Why Some Potentially Effective Staffing Practices are Seldom Used.” Public Personnel
Management. V26 N4. Winter 1997.
Wiesner, Willi H., & Cronshaw, Steven F. “A meta-analytic investigation of the impact of interview format and degree of structure
on the validity of the employment interview.” Journal of Occupational Psychology. 1988. V61.
Line Level Worker at $25,000 Salary
Standard Deviation of $10,000
100 Workers = $1MM Per Year
Sales Worker at $100,000 Salary
Standard Deviation of $40,000
5 Workers = $200,000 Per Year