Structured Interview Method

the art of strategic conversation

Introduction Pros of Structured Interviews Cons of Structured Interviews

Almost all organisations hire through interviews. Due to its reliability, employers
choose interviews for employment. Implementing protocols and training interviewers Validity Validity
can improve employee recruitment, the main way companies hire new employees. This
poster gives valuable insights into the pros and cons of structured interview strategies. Validity is a measuring tool's main attribute, or the ability to measure or An interview aims to ascertain a candidate's employability by gauging their
It provides accurate information about structured interviews and helps make the best forecast the variable accurately. As part of the hiring process, a thorough knowledge, skills, and demeanour. The halo effect, a cognitive bias often
of this hiring tool. Interviewers need time and mental effort to acclimatise. The expense called an appearance-based stereotype, has been shown in studies to
is necessary because one bad hire could imperil the company and its employees. This interview can help uncover the best candidates. The tool is legitimate when
material is for recruiters and firms looking to improve or standardise their interview interviewers' ratings accurately predict candidates' future performance manifest itself in Structured Interviews on occasion along with unconscious
process. A description of different approaches and their present and unsolved issues is without sex, race, or favouritism biases (1). Validity can be assessed by biases based on candidates' gender, colour, sexual orientation, and
offered. impairments (6). According to research, a person's likelihood of being
comparing interview results to post-hiring performance. In this case, the
employed and their prospect of not being sent down are affected by how
correlation coefficient—the criterion-related validity coefficient—measures
physically appealing they are judged to be (8). The validity of the interview is
the relationship between the measuring instrument and performance (2). The
called into doubt because people with higher degrees of attractiveness are
coefficient increases with validity. Therefore, structured interviews are better often perceived as having higher amounts of other desirable traits. That said,
at evaluating prospects than non-structured ones. there is no association between attractiveness and all those attributes (9).

Reliability Reliability
In a structured interview, reliability is stability and can be assessed by multiple Candidates with high integrity, values and honesty may be overlooked,
Five-Staged Structured Job Interview interviewers rating the same prospect, showing consistency (3). Assessments leading to low reliability. Litigation often concerns reliability. Interviewers'
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should be comparable and rating consistency between interviews is crucial. attempts to assess person–organisation fit may be another source of low
Equally qualified candidates should receive the same interviewer's opinion. It reliability (10). In the literature on person-organisation fit, low-structure
Overcoming should be noted here that measuring equipment is reliable if it produces
Maximising Strengths accurate and repeatable results. Unexpected variables like a candidate's
interviews are commonly recommended. Here the differences between
Weaknesses death, a question with numerous meanings, or interviewers' moods cannot
complimentary and extra fit may explain the results. Complementary fit is the
extent to which individuals have the knowledge, skills, and abilities
affect a reliable conclusion. Structured interviews greatly improve reliability.
organisations need. Whereas, supplemental fit considers values, aims, and
• Diverse hiring committees mitigate • Use interviews in conjunction with Standardisation lets interviewers correct questions and grades swiftly,
standards to determine compatibility between people and organisations (11).
various interviewer biases by other assessment methods to mitigate resulting in more reliable evaluations (4).
incorporating different perspectives and biases.
enhance both diversity in hires and
overall candidate quality (1). • Use interviews in specific stages,
combining them with other tools for a Practicality Practicality
• Tailor questions in a Structured comprehensive evaluation.
Interview to specific job aspects to
Twelve meta-analyses have been undertaken on the subject, all of which have Structured interviews may be perceived as less practical due to the restricted
control ancillary information and to • Strictly avoid any forms of probing consistently yielded compelling evidence supporting the practicality of availability of resources for planning and conducting them. Numerous
emphasise the importance of job during interviews. It is best to prepare a structured interviews over other methods (5). Due to the minimal correlation organisations lack the necessary manpower or financial means to thoroughly
relevance to mitigate overall interview list of predetermined follow-up between cognitive capacity assessments and personality tests, structured execute all the necessary stages of structured interviews (12). Given the
bias. questions for interviewers. This interviews offer superior validity and use. Structured interviews can assess current situation, it may be inferred that employing a more lenient strategy
emphasises the importance of sticking and forecast ethical conduct, optimal performance, and typical performance,
• Combine Personality Based Questions to the provided probing questions
would be suitable.
among other characteristics (6). The practicality of structured interviews also
and Situation Questions by offering a without deviation (14). depends on how much the evaluation procedures are job-related. This means
variety of question types to the
that the information obtained from candidates is assessed using a guide based
candidate, enhancing the non-
monotonous nature of the interview and on a job analysis or provided by subject matter experts who specialise in that
for optimal validity in assessing job particular job (7).
performance (13).

Special Considerations References

a) Sustainability:
• Job Analysis
• Question Selection
• Rating Rubric: BARS/ARS
• Panel Planning: Interviewer Coaching
b) Impact of Technology:
• Online Administration
• AI and Gamification

This presentation poster was designed by FPPT.