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Employee Interview, Selection, and Assessment [WLOs: 2, 3, 4] [CLOs: 2, 3] Prior to completing this assignment, please read Chapter 7 Selection and Interview Strategy, Chapter 8 Selection: Simulations and Assessment Centers, and Chapter 10 Making the Hire—Final Assessment of Candidate–Job Fit of the textbook: Recruitment and Selection: Strategies for workforce planning and assessment and the article How To Ask Behavioral Questions For Better Interview Results Links to an external site.. Locate and select a job description from SHRM’s HR Jobs Links to an external site. and address the following items. · Describe what kinds of information you would want applicants to provide in their resumes and cover letters. · Identify how you will use this information to screen applicants and determine that some are not eligible for further consideration. · Describe the interview process for candidates (i.e.: How many interview rounds do you anticipate? Will the interviews be in-person, or remote?) · Explain one to two assessments or screening techniques that are most appropriate for filling this position. · Develop three to five interview behavioral questions specific to the requirements of this position. Your paper must be comprehensive and provide justification from the literature to substantiate your responses. The Employee Interview, Selection, and Assessment Paper: · must be 5 to 7 double-spaced pages in length (not including title and references pages and formatted according to APA Style Links to an external site. as outlined in the Writing Center’s APA Formatting for Microsoft Word Links to an external site. resource. · must include a separate title page with the following in title case: · title of paper in bold font · Space should appear between the title and the rest of the information on the title page. · student’s name · name of institution (The University of Arizona Global Campus) · course name and number · instructor’s name · due date · must utilize academic voice. See the Academic Voice Links to an external site. resource for additional guidance. · must include an introduction and conclusion paragraph. · Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper. · For assistance on writing Introductions & Conclusions Links to an external site. and Writing a Thesis Statement Links to an external site., refer to the Writing Center resources. · must use at least 2 scholarly and/or credible sources in addition to the course text. · must document any information used from sources in APA Style · must include a separate references page that is formatted according to APA Style · Chapter Summary Interviews can enable HR professionals, recruiters, hiring managers, and consultants involved in candidate selection to uncover a breadth and depth of information about job candidates that other assessment methods cannot always provide.The general purpose of an interview is for an employer to learn more about a job candidate and his or her qualifications, interests, and goals, and for a job candidate to learn more about the job opportunity and the organization. This exploration is achieved through some method of verbal exchange, including phone, video, and/or face-to-face communication.The structured interview is a common approach among organizations, ensuring that every job candidate will have the same experience and that interviewers adhere to the same interview format, agenda, and questions for consistency and equity. A structured interview benefits the candidates in terms of the fairness of the process, and benefits the organization in terms of having a legal and ethical practice in place and in gathering information from all interviewees in a uniform manner and context.Several effective methods that can be integrated in the structured interview process include one-on-one and group in-person interview sessions, phone interviews, and video interviews. These methods can be incorporated in a variety of strategic combinations depending on the job and its context as well as existing resource availability and logistical parameters.Interview questions can be designed using an array of effective styles, and the different types of information needed from an interviewee will be best suited to a particular type of question format. There are four main types of interview questions: background/chronology questions, job knowledge questions, behavior-based/experiential questions, and situation-based questions. Each type of question can be asked in an open-ended manner in which the candidate can provide a detailed, free-form response or in a closed-ended manner, which requires the candidate to answer using one of two structured response options (e.g., yes/no).Interview question content, format, and sequence should be predetermined by the recruiter and/or HR practitioner involved in the selection process as well as the hiring manager and any other key contributors or stakeholders such as a search committee, external consultant, or search firm. The questions should be constructed based on the qualification requirements, performance dimensions, and essential job tasks and responsibilities as stated in the job description.Interviewer training is a practice for preparing interviewers and ensuring they understand how they are expected to perform in the role not only accurately and reliably but also ethically and legally. Interviewers should understand the scope of the job, including its qualifications, KSAOs, tasks, and responsibilities. Interviewers should be provided with the expectations, tools, and resources with which to contribute appropriately and avoid common perceptual errors such as the halo effect, contrast error, inappropriate substitutes, and primacy and recency effects.A weighted rating and evaluation interview form is a valuable tool for documenting notes during the interview and rating interviewee responses to a structured set of questions. Taking notes during each interview enables accurate recall of information provided by each question from one interviewee to another. Documentation also enables the interviewer to easily compare responses to the questions among all the interviewees once they are all conducted. Interview questions can also be weighted based on the importance of the tasks and responsibilities that they represent.A structured interview approach is not only more efficient to administer and more effective in terms of process accuracy and consistency, but it is also a more ethical and legally minded practice. It is easier for an organization to legally justify a component or method in a standardized, structured interview compared to an unstructured interview that may contain inconsistent, ambiguous, and/or subjective elements. With the legal burden of proof on the employer, all interview techniques, questions, and procedures must be validated and demonstrated to be administered fairly and consistently among all job candidates. Chapter Summary Biodata, or biographical data, can be a valuable source of information about a candidate’s past experiences and KSAOs that can be used to determine the likelihood he or she will be able to work effectively in a given job. Biodata is typically obtained using a job application form. The application form is critically important for HR record keeping and documentation as well as standardization. An application form may consist of information such as the applicant’s full name, residential address, phone numbers, e-mail address, educational background, work history, awards and achievements, volunteer work, work eligibility verification, and contact information for references. Background checks are often conducted using the information provided by the candidate on the job application to verify its accuracy. Depending on the job, a comprehensive background check may include work history verification, education verification, criminal history, credit check, and driving record. Reference checks can be used to gather information about a job candidate’s performance, work style, and relevant behaviors through personal, professional, and/or academic contacts chosen by the candidate. Reference checks are typically conducted through obtaining letters of recommendation, structured phone calls/e-mails between the prospective employer and the reference contact, and the use of structured online forms in which the recommender submits specific information through a link to an online reference form. Preemployment testing may be included in the selection process and typically requires that the final candidate pass a drug screen and/or physical exam (if applicable). An employment offer may be contingent upon the acceptable results of these tests. Preemployment tests should be in compliance with all organizational policies and procedures as well as state and federal legislation, such as the ADA.The final stage in the selection process involves making an official job offer to the final candidate. The offer of employment can be handled using various methods of communication, including a phone call, e-mail, or hard-copy letter sent in the mail, as well as a combination of these approaches. Employers may include employment at-will verbiage in their written offer letters, depending on the state in which they are located. Employment at-will doctrine states that an employee can be terminated by an employer at any time for any reason, with some exceptions. As individuals transition from job candidates to employees, the organization should provide a comprehensive onboarding experience to set them up for success, facilitated by an open, responsive, interactive relationship with the HR function and their hiring manager. Onboarding is a strategic new-employee orientation providing a welcome to the organization and any resources the new employee may need to acclimate, feel comfortable and included, and be poised to begin his or her new position in a confident and engaged manner. Chapter Summary Simulations and assessment centers are valuable methods that can be integrated into an organization’s selection strategy and are developed using realistic tasks, activities, and situations that an incumbent would be working on in a particular job. A sample of job tasks derived from the essential duties and responsibilities on the job description that are determined to be highly critical and regularly performed are identified from which to design relevant selection exercises. Simulations, as part of a selection strategy, may include hands-on (referred to as a work sample) or hypothetical job-related exercises and activities designed to assess a candidate’s proficiency and ability to perform relevant tasks. It is one of the most valuable methods for witnessing a candidate perform actual job tasks without yet having that individual employed in the job. There are two types of simulations: high fidelity and low fidelity. A high-fidelity simulation allows candidates to demonstrate their performance on a real work sample, which will provide the individuals involved in the evaluation process with a clear depiction of the extent to which the candidates can effectively and successfully perform that task. A low-fidelity simulation will typically use a hypothetical job situation or narrative for the candidates to respond to, with the candidates demonstrating or describing what they would do or how they would perform if they were actually in that job scenario. The task statements written during job description development can be effectively leveraged to create relevant simulation exercises. To determine the most appropriate tasks and scenarios for use in simulations that are considered most important to the job, it is necessary to understand the job tasks, activities, and situations/contextual factors in terms of their criticality and frequency. The most effective and efficient method for evaluating candidates’ performance during simulation exercises is the same for evaluating incumbents’ performance, using the same clear and specific performance expectations and criteria. Everything that has been developed for employee performance evaluation can and should be leveraged for selection evaluation purposes. An assessment center is a multimodal selection strategy that integrates an array of methods and techniques to evaluate job candidates independently and/or in a group. The methods that comprise an assessment center are typically a combination of high- and low-fidelity simulation exercises including work sample tasks, case study analysis, oral presentations, role play, and leaderless group discussions, as well as a structured interview in many cases. Assessment centers are often used for jobs that are senior level in an organization and may also be implemented for managerial and nonmanagerial jobs that have complex performance dimensions and certain elements of criticality, high risk, and/or a high level of financial responsibility. Because the assessment center is designed to measure multiple and often complex performance dimensions, an array of exercises will be developed that target different performance dimensions and behavioral competencies to form an overall picture. An assessment center will often use multiple assessors to enable multiple rounds of exercises to happen simultaneously with all the candidates, which ensures efficiency of the process and having all the candidates move through the entire schedule together. The selection, training, and implementation of assessors must be handled with careful attention on the job and its performance dimensions, the number of exercises, and the number of candidates to ensure standardization. To ensure standardization and facilitate clarity of assessment center components and protocol among organizations, a collaboration of researchers, psychometricians, and field specialists produced the first set of official guidelines on assessment center development and implementation in the mid-1970s. This collective became known as the International Taskforce on Assessment Center Guidelines, and this resource has provided organizations with assessment center expertise to design and conduct assessment centers with objectivity and integrity, to interpret the data collected with accuracy, and to make sound workforce decisions that are transparent, fair, and legally compliant.