MBA HRM Assignment: Evaluating Employment Interview Effectiveness

This MBA HRM assignment report critically examines the employment interview process as a method for candidate selection. The study investigates the ongoing use of interviews despite questions about their predictive validity, focusing on the effectiveness of structured versus unstructured interviews and the potential of behavior-based approaches. The report analyzes the authors' main points, considering whether the findings on behavior-based interviews are valid and supported by additional sources. It also explores the reasons employers use interviews, the effectiveness of telephonic behavior-based interviews, and the relevance of equal employment laws. The assignment includes a set of interview questions and references to support the analysis, offering valuable insights into modern hiring practices and the importance of structured, unbiased interview methods. This report provides a comprehensive overview of the employment interview process.

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MBA HRM Assignment
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Part 1
The validity of employment interview process cannot be predicted clearly. Many
scientists argue that verbal interview cannot be taken as a foolproof measure for selecting the
right candidate. The purpose of the research is to understand the reason for which employers
till now practice employment interview procedure for candidate selection even though they
are not particularly predictive of success (Oliphant, Hansen & Oliphant, 2008). Moreover, the
research aims to describe the technique that have been able to produce results that are
promising for choosing the right candidate.
1. What are the authors’ main points for conducting the study?
The authors argue that the employment interview procedures that are used for the selection of
employees for an organization are not in any way predictive of the future performance of the
employees. It does not provide clear insight about the employee’s mentality to work,
retention chances and productivity. The study regarding the common interview methods and
their effectiveness have produced mixed results. Despite all these limitations, interviews are
considered as one of the most common and popular method for selecting an employee. It is
well known that for the success of any organization, hiring the right employee has a crucial
role to play. It needs to be explored why this practice continues and what are the more
effective methods that are included in the interview process (Crespo & Lyon, 2015). The
main points for this study is to understand the effectiveness of structured interview over
unstructured interview. The behavior-based interview, a recent development in the procedure
has produced positive result. Thus it needs to be understood what makes these interviews
different and how organizations can use this technique.
2. Do you agree with the authors’ findings?

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The authors in this study finds that the behavior based interview process could be an effective
method for employee selection (Burge, 2009). They also find that the more the applicants
scored on the behavioral interviews were better in performance and long-term commitment to
the company. This kind of interviews, according to the authors can save time and cost for the
company and retain top talents. The authors also suggest that structured interviews are more
effective than non-structured ones.
Their findings are supported by many other scientist while authors also argue that selecting
employees through social media research might be much more effective in today’s time
(Dery, Tansley & Hafermalz, 2014). In this regard, I believe that an interview process should
be structured and open, and thus, I agree with the views of the authors.
3. What evidence from additional sources supports your opinion?
Crespo and Lyon state that the employers should not access the personal profile of any of the
applicants or the employees. The personal accounts are private information and thus the
organization should not have any access over that. Researchers also believe that the
employers should not study or form opinion about the applicants due to their social media
profile content. A Cangrade study also suggests structured and systematic interview format
that will ensure that the right candidate is chosen (Bologna, 2014). Their suggested interview
technique has close similarity to the authors’ opinion. Digital and social media can be
included in the interview process only till it does not cloud the judgment of the interviewers.
4. What are the reasons employers use the employment interview to fill job openings?
The reasons for which interviewers use employment interviews are it creates a value to the
interview process. Another reason is the belief of the managers on the face-to-face process of
interview. They believe that it creates better judgment for employee selection. Sometimes,

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the employers use the interview procedure as they are popular or practice of the organization
(Oliphant, Hansen & Oliphant, 2008). They also might find it easier and think that it is a good
enough predictor for the performance of the employees. Another reason could be that there
have been no other alternative method that have showed better result than this.
5. How effective do you think behavior-based interviews that are conducted via
telephone are?
Telephonic behavior based interview are quite effective. Behavior based telephonic interview
needs prior preparation of the interviewer. The questions that they need to ask are set
beforehand. These questions are set in such a way that the candidate will be able to express
their personality and skills well enough (Mistakes interviewers make: And seven techniques
for better results., 2014). The mid-western company that employees their workers through
telephonic behavior based interview have managed to retain most of them for more than two
years. This shows that this interview process is effective.
6. Briefly describe the main features of equal employment laws, and tell how this
article demonstrates these features.
The Equal Employment Opportunity Law prohibits the employment discrimination on the
grounds of race, age, gender, color, religion, marital status or political belief. The article
demonstrates the methods through which interviewers can make an informed and unbiased
judgment during the employee selection process (SOAPBOX: How not to conduct a job
interview., 2011). This law is applicable to both public and private sector jobs. The article
also supports the structured interview process where the interviewer prepares questionnaire
beforehand. This ensures that the questions that they will ask are not decided on the basis of
any discrimination. The telephonic phone call interview ensures that the interviewers are not
influenced by their physical appearance, gender or race in any way.

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Part 2
Interview questions
Q1. How would you describe yourself?
Q2. Why do want to work for this organization?
Q3. Why do you think you are appropriate for this position?
Q4. Where do you see yourself in the next 5 years?
Q5. What are your passions?
Q6. What kind of management or leadership style do you have?
Q7. What is your expected salary?
Q8. When will you be able to start working in the organization?

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References
Bologna, M. (2014). Social media strategies n recruiting, hiring pose legal risks for
employers. HR Focus, 91(5), 1.
Burge, J. (2009). The interview: What to look for; what to run from. Officepro, 69, 16.
Crespo, M., & Lyon, C. (2015). Employer access to employee social media: Applicant
screening,“Friend” Requests and Workplace Investigations.
Dery, K., Tansley, C., & Hafermalz, E. (2014). Hiring in the age of social media: new rules,
new game. University of Auckland Business Review, 17(1), 45-51.
Mistakes interviewers make: And seven techniques for better results. (2014). CPA Practice
Management Forum, 10(2), 20.
Oliphant, G. C., Hansen, K., & Oliphant, B. J. (2008). A review of a telephone-administered
behavior-based interview technique. Business Communication Quarterly, 71(3), 383-
386.
SOAPBOX: How not to conduct a job interview. (2011). Recruiter, , 21.