Strategic Human Resources

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STRUCTURED & UNSTRUCTURED INTERVIEWS
STRUCTURED
Q&A based on Job Profile
Same questions for all candidates
Detailed notes for each interview
Analysis of situational and behavioral aspects
UNSTRUCTURED
Questions are not pre arranged
Like a free flowing conversation
Qualitative discussion
Can tackle complex topics

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SELECTING THE RIGHT FIT
.
“ The best predictor for future behavior is the past behavior “
In a senior level interview the assessors need to explore the candidate’s experiences in detail.
Therefore they need to ask for specific situations, detailed actions and results
Situation / Task
Results Actions
.

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„Observation Bias“
► Perception and observation can’t be neutral
► Perception is a compromise between the subject and our knowledge,
expectations, experience
Unrestricted

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Observation Errors in Assessment Center
► Effect of Expectation
► Inattentional Blindness
► Contrast Effects
► Serial Position Effects
► Effect of Similarity
► Halo Effect
► Confirmation Bias
► Consistency Effect
► Scaling Errors
explained in the
slides hereafter

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Confirmation bias
•“a tendency to search for or interpret new information in a way that
confirms one's preconceptions and avoids information and interpretations
which contradict prior beliefs.”
► Liking someone at first sight is also a kind of preconception
But one we can‘t avoid, regardless of how hard we try
► This bias makes neutral observations much harder if you
know the candidate.
► Practically every stereotype we hold, can trigger a confirmation bias.

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Consistency Effect
We are generally trying to be consistent
The tendency to try and remain essentially consistent in one's statements,
opinions and general assessments.
This desire for consistency can result in the observed behavior of being
reinterpreted (by the assessor) in such a way that it confirms the (positive or
negative) view which has been adopted. In some cases, forms of behavior
that do not fit in with the assessors pre established opinion are simply
disregarded.

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Observation
► Does too much at a time, looses the big picture
► Does not keep eye-contact with assessors
► …
Interpretation
► He is chaotic
► She doesn‘t listen
► …
Interpretation versus observation
Usually there is more than one possible interpretation
for a given observation!

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Be aware of intercultural aspects
Cultural elements:
► Language, body language
► Appearance, costume
► Social relations
► Philosophy, myths, values
► Working style
► Communication style
Communication barriers:
► Language
► Missing knowledge concerning foreign cultures
► Difficulties with adjusting behaviour
► Ethnocentric mindset (own standards are generalized)
► Use of stereotypes (or prejudices)
► Missing meta communication

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What to do about it?
•Cognitive biases in assessment observation can be reduced but
not eliminated.
► Awareness of pitfalls
► Awareness of role conflicts
► Common ground in evaluation criteria
► Familiarity with methods
► Note immediately and as much observations as possible
“You see it, you note it”
► Talk about your observations and discuss your interpretations with
the others assessors

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Suitable Questions
•Behavioral Questions are open questions, which
provide complete examples of the candidate’s past
behavior.
• Examples:
► What was the hardest decision you recently had
to make?
► What did you enjoy most/least about your job as
a team leader?
Unsuitable Questions
•Leading Questions lead the candidate to the
interviewer’s conclusion. Candidate can be expected
to answer "yes”.
• Example:
► I guess you found being a team leader to be very
fulfilling?
•Theoretical Questions ask for general, theoretical
actions: what they usually do, not what they did in a
situation.
• Example:
► How do you usually plan your day?
How to ask Questions

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BACKGROUND CHECKS & MEDICAL EXAMINATION
BACKGROUND CHECKS
For senior positions
Can be done for all candidates
Clearance by Security Agencies
Verification of Degrees
Verification of Experience
Talk with Referees
MEDICAL EXAMINATION
For all positions
Basic Health indicators
For insurance purpose
Drug testing
Carrying ailments into employment

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INVENTORY OF PERSONAL CHARACTERISITCS
Advantages & Disadvantages
Exhibit 9. 1 and 9.2
Page 423 & Page 425

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Basic component of Staffing strategy
All other functional HR activities are derived from & flow out of HRP process
Based on future HR requirements in light of present capabilities & capacity
Proactive in anticipating & preparing flexible responses to changing HR needs
Both internal & external focus
SCREENING & PERFORMANCE TESTS
.
Exhibit 9.6
Page 439