Conduction of Job Interviews by Human Resource Personnel

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Table of Contents

Selection Decision
Equal Employment Opportunity
Process of Interviewing
Questions to be Asked
Questions to Avoid
Employee Training
References

Potential employees of a certain organization do pre-employment tests during their application process. They are a standard and highly revised means to ensure that the applicants are fully competent in the workplace. Firstly, I would use a cognitive aptitude test. It is a test done to measure the person’s level of general intelligence. It seeks to gain an insight into the ability to solve issues and learn and apply new data. Secondly, I would use a personality test that aims to understand whether the potential employee has behavioral traits that suit the position they are applying to get. Thirdly, I would use a risk test to measure and reduce the level of counterproductive actions among employees. This risk test is carried out through background checks (Hiemstra et al., 2019). Fourthly, a skills test will examine whether the applicant has the necessary skills and knowledge to be fully productive.

Selection Decision

I would consider the applicant’s written application. I would seek referee reports. I would prepare a work sample test. The applicant’s reliability could be measured via the test-retest reliability and internal consistency tests. A reliable applicant would show consistency in results over a period. Validity refers to whether the applicant truly is competent and can perform the assigned task in a given position. It is measured by content and criterion validity. Content validity measures the skills or abilities of the applicant, while criterion validity measures the chances of success in the position. I would employ the various laws that govern the hiring process. Uniform Guidelines on Employee Selection Procedures is a body that identifies employers’ rights to carry out pre-employment tests (Langer et al., 2019). I would also comply with the anti-discrimination laws to prevent discrimination based on race, national origin, religion, or disability in hiring.

Equal Employment Opportunity

It refers to equal treatment of the applicants, thus ensuring that they are not discriminated against based on race, religion, or even sex. I will ensure I comply with the EEOC, Equal Employment Opportunity Commission. This body is concerned with enforcing laws that promote equality in hiring. Additionally, I would prepare an EEO-1 report by accurately gathering data on the job applicant and subsequent annual submissions. It will ensure that the employee feels that they have a conducive working environment, eventually improving results (Hiemstra et al., 2019). Furthermore, I would ensure that the applicant receives the same workload as the rest of the employees at their level. I would also ensure equal remuneration as well as promotion opportunities.

Process of Interviewing

I would start the interview with a good introduction to familiarize the applicant with the company. Its values, missions, motivations as well as its culture. I would strive to create a good first impression. After that, I would make an effort to build rapport by engaging in small talk. It would ensure comfortability and freedom to express their opinions fully. In this session, I would avoid sensitive topics that may cause a stir up in the interview room. After that, I would seek an elevator pitch from the interviewee. It would give me information about their preparedness, confidence in their abilities, and body language. I would then go into the question-and-answer session. I would ask several standardized questions prepared beforehand (Hiemstra et al., 2019). I would also allow the interviewee to ask questions. I would wind up the interview with a handshake and thank them for their time.

Questions to be Asked

The following are examples of questions I would ask in an interview setting. Firstly, I would ask them to give a brief introduction. Secondly, I would ask when it would be suitable to start the job if hired. Thirdly, I would ask the amount of money the applicant would like to earn in the job position. Fourthly, I would ask what they find most intriguing in the job position (Langer et al., 2019). Fifthly, I would inquire about what they found interesting in the company.

Questions to Avoid

I would not ask whether the applicant has their own home or if they live with someone. I would instead ask for their current address. I would avoid questions about police arrests unless directly related to the job. I would avoid questions about their citizenship or national origin and ask whether they are legible to work in the given country. I would avoid questions about convictions that have no connection to the position. I would avoid questions about disabilities the interviewee may have. I would instead describe all the functions for the position and ask whether they can perform. I would avoid questions about family matters. I would avoid questions about health, for example, genetic diseases (Langer et al., 2019). I would avoid asking them about their race, religion, or origin. I would avoid questions about their education history, for example, when they graduated high school. I would avoid questions about the marital status of the applicant.

Employee Training

Well-trained employees are usually highly effective and productive in the workplace. A training period plays a pivotal role in ensuring success for both the employees and the company. I would incorporate various methods to equip the newly acquired employee fully. Firstly, I will set up an online-based module. It will entail all the necessary details and crucial information to equip the employee fully. I will also set several quizzes to test their learning ability. Secondly, I would employ simulations. These are good representations of real-life work situations that reflect on the various issues and the means used to solve them (Hiemstra et al., 2019). Lastly, I would prepare films and videos relevant to the actual work to give the employee a better understanding of their requirements.

References

Hiemstra, A. M., Oostrom, J. K., Derous, E., Serlie, A. W., & Born, M. P. (2019). Applicant perceptions of initial job candidate screening with asynchronous job interviews: Does personality matter?. Journal of Personnel Psychology, 18(3), 138.

Langer, M., König, C. J., & Papathanasiou, M. (2019). Highly automated job interviews: Acceptance under the influence of stakes. International Journal of Selection and Assessment, 27(3), 217-234.

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