Understanding  Interview Methods

During recruitment, one of the vital aspects is conducting interviews with potential candidates. Interview methods can take various forms, ranging from in-person interviews to structured and unstructured interviews. In this post, we will delve into the different types of interview methods, their application, and the pros and cons of each method.

In-Person Interviews

In-person interviews involve face-to-face interactions between the interviewer and a candidate. This approach allows the interviewer to assess non-verbal cues, such as body language or facial expressions. It is often favored by organizations when recruiting for leadership roles or executive positions.

Pros

• Enables direct observation of non-verbal communication
• It's easier to build rapport with candidates
• More reliable results due to direct interaction

Cons

• Costly due to travel expenses, venue booking, and other logistics.
• Can cause anxiety in candidates leading to underperformance.
• Limited pool of potential candidates due to geographical restrictions.

Phone Interviews

Phone interviews are a popular method that enables recruiters to screen applicants before engaging them in face-to-face meetings. They offer flexibility and are cost-effective.

Pros

• Reduced cost since no need for a physical meeting space.
• Convenient for both parties.
• Saves time since it's a relatively short process.

Cons

• Difficulty in assessing non-verbal communication skills.
• It may lead to misinterpretation of some statements.
• Technical issues such as poor network connectivity may disrupt smooth conversation.

Video Interviews

Video interviewing allows for remote interviewing using video conferencing platforms such as Skype or Zoom. They have become increasingly popular, especially concerning global hiring processes.

Pros

• Cost-effective by removing travel expenses.
• Facilitates remote hiring processes that save time and money.
• Enables assessment of nonverbal cues through video observation.

Cons

• Technology could fail at any time, causing disruption or inconvenience.
• Technical challenges may lead to distractions that deter attention from critical issues.
• Not suitable for organizing group interviews.

Structured Interviews

Structured interviews are standardized with pre-determined questions that the interviewer will ask. They provide a consistent, objective and fair interview process for all candidates. This approach is useful when recruiting middle-level positions or roles that require a specific set of competencies.

Pros

• Allows for a fair comparison of candidates.
• Reduces interviewer bias.
• Can be used to assess knowledge, skills, and experience of the candidate.

Cons

• May not allow an opportunity for follow-up questions that can provide more information about the candidate.
• Candidates may feel nervous knowing questions have been predetermined.
• Can be limiting in assessing the soft skills of a candidate.

Unstructured Interviews

Unstructured interviews have no pre-determined questions and instead allow conversation flow naturally between the recruiter and candidates. They help understand the personal traits of potential hires while examining their suitability for specific roles.

Pros

• Allows for an open and free-flowing conversation between an interviewer and candidate.
• Provides valuable persona insights not captured by other methods.
• Helps build rapport quickly between interviewer and candidate.

Cons

• Can be subjective since no standardization exists in this method.
• It may not be suitable for comparing candidates' performance.
• Requires well-trained recruiters to avoid irrelevance or losing focus during the interview process.

Conclusion

Interview methods are vital during recruitment, and organizations must choose wisely based on their respective organizational needs. From in-person interviews to unstructured interviews, every method has its advantages and potential drawbacks. Interviewers should choose the proper way to communicate effectively with candidates while presenting themselves concurrently as professional yet approachable.

References

1. Bates, R., & Holton III, E. (2011). Improving inter-rater agreement about content analysis: The use of coding conferences. In Academy of Human Resource Development Conference (pp. 1-12).
2. Campion, M. A., & Campion, J. E. (2018). Public personnel selection: looking to the future—looking to the past. Employee Selection.
3. Klimoski, R., & Amundson, N. E. (2018). Handbook of psychology: Industrial and organizational psychology.
4. Van Iddekinge, C. H., Arnold, J. D., Roth, P. L., & Lievens, F. (2018). Deciding whom to interview using work samples and cognitive ability tests: The impact of strategy on applicant diversity.
5. Wolford Jr, R., Huang, Y., & Wanberg, C. R. (2019). Motivational job analysis: Theory and practice for developing optimal human resource strategies.

Note: All references in APA format