Effectiveness of Traditional Interview Process for Selecting High-Quality Candidates

This study examines the effectiveness of using the traditional interview process to select high-quality candidates for vacant positions. It discusses the benefits of the traditional interview process, such as acquiring valuable data about candidates and enhancing the company's reputation. Additionally, it suggests ways to improve the predictive validity of interviews through techniques like emphasizing job description advertisements and giving tasks prior to the interview.

Managing Human Resource

INTRODUCTION
Selection of the employee is one of the important and major tasks for the companies. There are
several methods which is used by the employer for the selection of the right candidate; the
interview is one of them (Holstein, and Gubrium, 2016). The present study is related to the
effectiveness of using the traditional interview process to select high-quality candidates for the
vacant post. Along with this, improvement in the predictive validity of interviews is also
prescribed in the given study.
MAIN BODY
The interview is considered as one of the important techniques for selection or recruitment of
employees. It is widely used by the organizations and employer for the selection of a suitable
candidate at the vacant position. This process establishes the connection between the candidate
and the employer. It helps the organizations to appoint the right person at the right place
(Brangier et al., 2018).
Traditional Interview Process
The traditional interview process is one of the easy methods of interview technique. In this type,
the interviewer anticipates the questions in advance. This process consists of several questions
that may or may not be in the standardized format (Kallio et al. 2016).

Figure 1: Traditional hiring process
(Source: Kallio et al. 2016)
The candidate should research about the industry or employer before the interview, by which
he/she can respond to the questions properly. The key aspect of the traditional interview process
is described below -
Generally, it is with one person only
Normally, the traditional interview is conducted by the recruiter of the company, manager,
supervisor, human resources professional (Watson, and McMahon, 2015).

Straight forward questions are asked by interviewers that are general with the requirement of
the position
In this type of process, the interviewer asks the direct question from the candidates that are
connected with the requirement of the job position. By going through the resume of the
candidate, traditional interviewer generates the questions that will assist them in knowing about
candidate or level of experience of the candidate in depth. The candidate can express their
strength-related to the position by responding in a proper way (Black, Budner, and Motta, 2018).
Establishing a relationship with the interviewer is important to the success
The traditional interview process depends on the behavioural aspects of the candidate. The
success of selection by the interviewer is based on building the connection with the interviewer.
The ability of the job seeker to build a constructive, comfortable relationship between them is a
crucial element to a successful traditional interview process (Gilbert, Meister, and Durham,
2019). Moreover, the candidate through analyzing the company or obtaining knowledge about
the company can express what demands the organization and why he/she is a suitable candidate
for the vacant position. For building the normal interest, amiability, and confidence, body
language skills are significant. Along with this, the eye contact, body language, communication
skills, postures, the manner of a handshake, confidence etc., plays an important role in the
traditional interview process (Harvey, et al. 2019).
The manager or interviewer assess the qualification and suitability with the organization of
job seeker

Along with the ability of the candidate to perform the job, the recruiter or interviewer also assess
the suitability of a candidate within the company. The traditional interview process is the two -
way process, by which the candidate can also inquire about any question and can express views
on the policies and workplace environment (Stephenson-Famy & et al. 2015).
The effectiveness of using the traditional interview process to select a high-quality candidate for
the vacant post
On the basis of the above analysis, it has been seen that the traditional interview process is a
good technique for the recruitment of candidate. By using the traditional interview process, the
company became aware of the many significant aspects related to the candidate.
Facts and material about a job-seeking candidate
With the implementation of the traditional interview process, the interviewer can get to know
about complete facts and material information of the candidate. It can be acquired through the
culture of the job seeker, educational background, professional experience, behavioural aspects
such as communication skills, social intelligence, personality and much other connected
information which are required for the job position (Gagnon, Jacob, and McCabe, 2015).

Figure 2: Traditional interview questions
(Source: Gagnon, Jacob, and McCabe, 2015))
Interview assists in the recruitment of the right candidate
In the traditional interview process, the interviewer can assess the capability of job seeker by
talking with them. Thus, it leads towards the selection of correct decision regarding the
appointment or non-appointment of the job seeker. Therefore, the traditional interview process is
the effective method for selection of a person for the vacant post (Chamberlain, 2016).
Complements the application blank
In the application blank for employment, the job seeker or the candidate cannot express the
complete information, because of some restrictions and limitation. However, in the traditional
interview process, the interviewer can acquire the information of the candidate by organizing a
meeting with him/her. At the time of the meeting, the interviewer can ask from a candidate about
the relevant information which is not prescribed in the application blank. Therefore, interview

complements the application blank by obtaining and confirming some missing data of the
candidate (Antonellis Jr, Berry, and Silsbee, 2017).
Good interview enhances the reputation
An interview process is regarded as a public relation technique; therefore it should be organized
in a comfortable and fearless environment. The company should treat with the job seeker in a
polite manner and with due respect (Castillo-Montoya, 2016). Therefore, whether the interviewer
selects the candidate or not, he/she must feel happy about the company. So, it can be said that the
traditional interview process improvises the brand image of the company.
Interview acquires valuable data
This process helps the interviewer to obtain valuable data such as achievements, past experience,
and other experience. Several information from different candidates that can be acquired by this
process. The collected information can be used by the employer for the enhancement of the
efficiency of the company (Høffding, and Martiny, 2016).
Therefore, it can be said that the traditional interview process is an effective technique for the
company to select the candidate for the vacant position. In this, the interviewer can listen to the
comments from job seeker on the job position. It assists to enhance the productivity and services
of the company (Silverman, 2017). Along with this, the company can also take the option to
select the best quality job seeker as a new employee. A sound business is based on the sound
system and excellent human resources. By asking direct questions from the candidate, the
interviewer can easily analyze the strength and weakness. Moreover, the company can create a
good relationship with the candidates (Wilhelmy & et al. 2018).

On the basis of the above analysis, it has been seen that the traditional interview process is an
effective technique to select high-quality candidates. However, the company can improvise the
predictive validity of interviews by implementing some innovative tools and techniques.
Improvement in the predictive validity of interviews
The company requires improvisation in productivity in a timely manner; for this, it has to expand
its human resources. Thus, it is essential to select the appropriate candidate to achieve the
mission and vision of the company. The process should generate excellent candidate that amplify
the status of the organization as well. Thus, it should be in unique in nature. The overall success
of the company depends on the selection of the right candidate (Blacksmith, Willford, and
Behrend, 2016). There are some technique, which leads to the improvement in the predictive
validity of interviews, are described as below –
Emphasis purely on the job description advertisement
It is well-known fact that the first step for the selection of the desired candidate starts from a job
advertisement. The information may either encourage or discourage the probable candidates of
the job from applying for a job. The traditional obligations and qualifications description of the
job is not effective. It has been identified that, in such type of job description, there are only a
few chances that candidate will apply for the job. Thus, companies should focus on needs-
supplies technique in creating a job description. This technique itself shows what an organization
has to give a job candidate (Budworth, Latham, and Manroop, 2015).
Give a task prior to the interview
The company can consider this aspect as a job audition tool. The interviewer should give an
assignment to the probable candidate before the conduct of the actual interview. The requirement

of this task is to identify the capability that a candidate possesses. It is typical to evade building
wrongful decision about candidates formed only on the formal interview process (Pinsky, 2015).
For instance - for the job of a graphic designer, the company should give an assignment and ask
the candidate to submit as soon as they complete. By this company can identify eligibility of
candidates in terms of job roles and responsibilities in minimum time frame.
Hold technological tendencies
The recruitment process is based on technology. For this, the company should have a website for
the job posting. It has been found by researchers that, many candidates use their smartphones for
identifying the job opportunities (Baxter et al. 2017). Therefore, the company must adopt
technological trends. It can be achieved through, by providing constant updates of vacancies on
their websites. The company can also use social media experts for the advertisement for the job
opening.
Personal attributes are an asset
Just like professional experience, personal attributes also play a very important role. While
conducting the interview, the interviewer must not avoid the personal behaviour of the candidate.
It assists the interviewer in finding a candidate that possesses social intelligence (Lowes et al.
2016). Since the employee has to interact with various stakeholders for carrying out any business
activity. Thus social intelligence is the essential thing that must be held by the candidate. Further,
the interviewer must consider the emotional intelligence, communication skills, flexibility,
teamwork and partnership and many other soft skills. These skills develop the personality of the
candidate. Further, the company can assess, whether the candidate is suitable for the job (Yu et
al. 2016).

Assess the uniformity of answers
The company should frame the questions, which will be used in the interview process. It gives a
sense of direction throughout the entire interview process. For getting the successful selection of
the candidate, the company should assess the uniformity of answers given by job seeker
throughout the interview process. Generally, it is suggested that the same question should be
used by the company for every candidate. The main objective of this is to compare and contrast
the answers given by each candidate (Olsson, Malmqvist, and Glaumann, 2015). As an outcome,
the company can properly recognize the competency and skills of candidates.
Check profiles on social websites
The interviewer must check the profile on social media of the candidate. By this, personality and
professional information can be identified.
Apply a problem tactically
The company should use a wide perspective on involving potential employees. It should not
focus only on those questions that provide insufficient information. Apart from the normal
questions and answers, the company should choose to stance an issue to the candidate (Black,
Budner and Motta, 2018). The issue should provide an opportunity for the candidate in a deep
manner. It should permit the candidate to identify the ways to address the issue. It is an
effective hiring tool as it determines the suitability of the candidate for a specific job.
Permit the candidates to inquire questions
The interviewer must adopt a dual perspective approach. Therefore the viewpoints of the
candidate, as well as the interviewer, should be considered (Black, Budner and Motta, 2018). By

this dual perspective, the interviewer can better know about the interest and expectations of the
candidate, on the basis of this better decision can be taken. Further, the interviewer can also
explain about job dynamics of the company (Tews, Stafford, and Michel, 2018).
Ask appropriate questions
The interviewer should ask the relevant question from the candidate so that he/she can know
whether they are obsessions or calm about the work. For instance- he can ask about, the objective
of a candidate for the next four years.
Along with the above aspects, the company should implement some screen,
by which it can appoint a suitable candidate, which are as follows –
The Phone Screener
Telephonic interviews are considered as an easy technique to monitor job seeker. They save
money and time, which are otherwise required to spend on thousands of applicants, and appoint
someone to screen them face-to-face (Olsson, Malmqvist, and Glaumann, 2015). It allows the
interviewer to examine a candidate, and make sure they have adequate skills before interviewer
decide to have them come in.
The Group Panel
By meeting with several people, job seeker achieves a broad image of culture and the job itself,
and members of the team obtain a robust sense of the involvement the candidate will make as an
employee. Interviewers should be ready with the job description and resume. Further, the panel
leader should be identified and allocate roles to each interviewer on the basis of expertise and
function of the job (Spoletini & et al. 2018).

The Skill Test
With the help of skill test, the company can find the best candidate, suitable for the job. It assists
the company in appointing a candidate who can drive efficiency, innovative technique,
satisfaction to customers and good return. The company should determine the test objectives
such as values, skills, and personality and based on the outcome; it can take the decision whether
the candidate should move forward or eliminate.
The Candidate Presentation
Through the presentation by the candidate, the member of the team will acquire a sense of
involvement, knowledge, and personality of the candidate (Olsson, Malmqvist, and Glaumann,
2015). However, the interviewer must ensure that particular topic of a presentation to the job
seeker and also evaluate the objective for assessment of the candidate with the team. Further,
feedback through the scorecard, or after panel debrief must be obtained.
During the addition of the extra rounds, a job seeker may feel complexity, and it also reduces the
effectiveness of the recruitment process. This may lead to the expensive hiring process, and the
candidate vanished to the competition (Black, Budner and Motta, 2018). Before adding any extra
hoops for the interview process, it is essential for the employers to assure that every new screen
really assists in the identification of good candidates, and it does not make any interview crucial
without settling off the advantages.
Discovering job seeker, who possess good knowledge, and who are suitable with the culture of
the organization and capable to manage the pressure, deal with a haziness, adverse weather
conditions, and effectively work in the group will assist the company in achieving its short term
as well as long term objectives.

The above-prescribed process is the perfect technique to appoint a high-quality candidate
through the effective interview process. It improvises the process of appointing the best
candidate for the job.
CONCLUSION
Human resources are a crucial asset for business as it has a direct impact on productivity,
effectiveness, profits, reputation of the company. Therefore, the company should appoint the
right candidate for the right job. Further, the recruitment process of the company consists of
various aspects; traditional interview process is one of the important techniques of selection of a
suitable candidate in the company. On the basis of the above analysis, it has been concluded that
the company can effectively select the candidate by following the traditional interview process.
Further, by implementing some new tools and technique, the company can enhance the
predictive validity of interviews.

REFERENCES
Antonellis Jr, P.J., Berry, G. and Silsbee, R., 2017. Employment Interview Screening: Is The Ink
Worth It?. Global Journal of Human Resource Management, 5(2), p.38.
Baxter, S., Clowes, M., Muir, D., Baird, W., Broadway‐Parkinson, A. and Bennett, C., 2017.
Supporting public involvement in interview and other panels: a systematic review. Health
Expectations, 20(5), pp.807-817.
Black, C., Budner, H. and Motta, A.L., 2018. Enhancing the residency interview process with the
inclusion of standardised questions. Postgraduate medical journal, 94(1110), pp.244-246.
Blacksmith, N., Willford, J.C. and Behrend, T.S., 2016. Technology in the employment
interview: A meta-analysis and future research agenda. Personnel Assessment and
Decisions, 2(1), p.2.
Brangier, E., Brangier, B., Marache-Francisco, C., Kopp, S. and Clausse, J., 2018, August. An
Interview Process to Anticipate Future Needs. In Congress of the International Ergonomics
Association (pp. 718-729). Springer, Cham.
Budworth, M.H., Latham, G.P. and Manroop, L., 2015. Looking forward to performance
improvement: A field test of the feedforward interview for performance management. Human
Resource Management, 54(1), pp.45-54.
Castillo-Montoya, M., 2016. Preparing for interview research: The interview protocol refinement
framework. The Qualitative Report, 21(5), pp.811-831.

Chamberlain, R.P., 2016. Five steps toward recognizing and mitigating bias in the interview and
hiring process. Strategic HR Review, 15(5), pp.199-203.
Gagnon, M., Jacob, J.D. and McCabe, J., 2015. Locating the qualitative interview: reflecting on
space and place in nursing research. Journal of Research in Nursing, 20(3), pp.203-215.
Gilbert, B.W., Meister, A. and Durham, C., 2019. RETRACTED: Escaping the Traditional
Interview Approach: A Pilot Study of an Alternative Interview Process. Hospital
Pharmacy, 54(1), pp.NP2-NP4.
Harvey, R.S., Kovatch, K.J., Prince, M.E., Malloy, K.M. and Thorne, M.C., 2019. Trends in
Post‐Interview Communication Practices. The Laryngoscope, 129(3), pp.607-612.
Høffding, S. and Martiny, K., 2016. Framing a phenomenological interview: what, why and
how. Phenomenology and the Cognitive Sciences, 15(4), pp.539-564.
Holstein, J.A. and Gubrium, J.F., 2016. Narrative practice and the active interview. Qualitative
research, 67.
Kallio, H., Pietilä, A.M., Johnson, M. and Kangasniemi, M., 2016. Systematic methodological
review: developing a framework for a qualitative semi‐structured interview guide. Journal of
advanced nursing, 72(12), pp.2954-2965.
Lowes, M.K., Omrin, D., Moore, A., Sulman, J., Pascoe, J., McKee, E. and Gaon, S., 2016.
Employment Interview Simulation Project: Evaluation and Application to Social Work Field
Education. Field Educator, 6(1), pp.29-35.

Olsson, S., Malmqvist, T. and Glaumann, M., 2015. Managing sustainability aspects in
renovation processes: Interview study and outline of a process model. Sustainability, 7(6),
pp.6336-6352.
Pinsky, D., 2015. The sustained snapshot: Incidental ethnographic encounters in qualitative
interview studies. Qualitative Research, 15(3), pp.281-295.
Silverman, D., 2017. How was it for you? The Interview Society and the irresistible rise of the
(poorly analyzed) interview. Qualitative Research, 17(2), pp.144-158.
Spoletini, P., Ferrari, A., Bano, M., Zowghi, D. and Gnesi, S., 2018, March. Interview review:
An empirical study on detecting ambiguities in requirements elicitation interviews.
In International Working Conference on Requirements Engineering: Foundation for Software
Quality . Springer, Cham.
Stephenson-Famy, A., Houmard, B.S., Oberoi, S., Manyak, A., Chiang, S. and Kim, S., 2015.
Use of the interview in resident candidate selection: a review of the literature. Journal of
graduate medical education, 7(4), pp.539-548.
Tews, M.J., Stafford, K. and Michel, J.W., 2018. Interview etiquette and hiring
outcomes. International Journal of Selection and Assessment, 26(2-4), pp.164-175.
Watson, M. and McMahon, M., 2015. Integrative structured interview process. In Career
Assessment. Brill Sense, Bavaria.
Wilhelmy, A., Kleinmann, M., Melchers, K.G. and Lievens, F., 2018. What Do Consistency and
Personableness in the Interview Signal to Applicants? Investigating Indirect Effects on

Organizational Attractiveness Through Symbolic Organizational Attributes. Journal of Business
and Psychology, pp.1-14.
Yu, Z., Ramanarayanan, V., Lange, P. and Suendermann-Oeft, D., 2019. An open-source dialog
system with real-time engagement tracking for job interview training applications. In Advanced
Social Interaction with Agents (pp. 199-207). Springer, Cham.