Report on HRM: Selection and Interview Process and Analysis

This report examines the human resource management (HRM) selection and interview process, focusing on the candidate evaluation techniques. It explores the significance of interviews as an assessment tool, highlighting their role in evaluating candidates' presence of mind, behavioral traits, and psychological bearing. The report acknowledges the potential biases that can influence interviewers, such as those related to attractiveness, race, gender, and cultural background. It also discusses the limitations of interviews in predicting employee performance and emphasizes the need to combine interviews with other assessment methods, like aptitude tests, to enhance the accuracy of the selection process. The report references studies and academic sources to support its analysis of the effectiveness and potential drawbacks of the interview process.

Running Head: HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT

2HUMAN RESOURCE MANAGEMENT
During the learning session of HPT course, I was exposed to various elements of
managing human performance within an organisation. Among them I have selected to focus
on the topic “selection” and further elaborate on interview experience within this present
journal. This is one of the many evaluation and assessment techniques for a candidate during
the recruitment process. According to Dipboye (2017), interview falls within the category of
oral examination and most often it takes place after the process of written tests. From the
course I understood that one to one communication between the candidate and recruiter is a
crucial part as it tests the presence of mind, behavioural traits and psychological bearing
capacity of a candidate.
However this kind of selection process also have some negative influence over the
candidates. I learnt that interviewer are likely to be biased or influenced based on the certain
characteristics such as applicant attractiveness, race, gender, culture and similarities in
background and attitudes. These factors bring advantages and disadvantages for different
candidates depending upon the interviewer. Further, many academic theorists have claimed
its ineffectiveness for predicting subsequent candidates performance. In certain studies it is
observed that interview have only 14 percent of variability in employee performance
(Nikolaou & Georgiou, 2018). Interview is not enough to text every area of candidate’s
relevancy susceptible factors to selection decision such as emotion, memory, and intuition
plays vital role. Therefore it is significant to combine interview with other forms of
alternative such as attainment and aptitude tests to increase the predictive accuracy of the
selection process.

3HUMAN RESOURCE MANAGEMENT
References
Dipboye, R. L. (2017). The selection/recruitment interview: Core processes and contexts. The
Blackwell handbook of personnel selection, 119-142.
Nikolaou, I., & Georgiou, K. (2018). Fairness reactions to the employment interview. Revista
de Psicología del Trabajo y de las Organizaciones, 34(2), 103-111.