MHR 6451 UNIT-1 ArticleSolution.pdf

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  Running head: THE TELEPHONE-ADMINISTERED INTERVIEW 1 The Telephone-Administered Behavior-Based Interview Tool Sandra Gainey Columbia Southern University  THE TELEPHONE-ADMINISTERED INTERVIEW 2 The Telephone-Administered Behavior-Based Interview Tool Summary In the article, “A Review of a Telephone -Administered Behavior-Based Interview Technique” by Oliphant, Hansen, and  Oliphant (2008), the authors discuss the employment interview, the methods by which employers may proceed with an interview, and how a telephone interview helps employers weed out candidates that may not be desirable through the use of  behavior-based questions. These open-ended questions are designed to generate answers from candidates that show how they may think and behave in on-the-job situations. The article further discusses whether structure is necessary for an interview, and how behavior-based questions can  be determined for the interview from discussion with managers and from current employees who work in those positions. Further, the article gives prospective employers a good example of how one business developed a four-step structured process for telephone interviews and includes comments to indicate how this type interview provides for “equal treatment for each respondent” (para. 7). The results generated from the study included in the article were shown to be a  positive predictor for employers to save money on employee exodus. Analysis The authors’ intent for conducting their study was to discuss why employers use the interview to hire for open positions and to examine an interview technique which has provided good results for helping employers find the best candidate. Oliphant et al. (2008) implies that the reasons employers continue to use the employment interview for filling open positions are based on four reasons. The first two reasons being that interviews give value to the process of filling a  position outside of things such as “recruitment, public relations, and feedback”  (para. 2) and that face-to-face interviews allow interviewers the ability to judge human behaviors and  THE TELEPHONE-ADMINISTERED INTERVIEW 3 communication skills. The third reason and likely the most common is that company policies require personal interviews as part of the hiring process and lastly, employment interviews may have not been validly reflected in studies which conclude interviews are not a positive predictor of a good employee. The authors discuss that academic research has found the interview tool is not an accurate  predictor of a good employee, but because employers choose to use the interview process, that an interview which is structured rather than unstructured is not only gaining popularity among employers but is the better choice. The type of structured interview in the selection process that is discussed in this article is the behavior-based interview, which presents scenario questions that might occur on the job and requires a candidate to answer how he/she has handled such situations in the past. With those answers, an employer may predict future performance of a selected employee based on past behaviors. Ultimately, the authors predict that “the firm that finds the right tool in the selection process will have major advantages among its competitors” (Oliphant et al., 2008, para.5). Upon evaluating the tool of behavior-based telephone interviews, it is found by the authors that one successful employer used four steps to structure the interview process. Those steps include discussion with upper management for assessment of appropriate behaviors for  performance, interviewing top performers and low performers to determine what drives success and failure, formulating questions for the telephone interview that would demonstrate behaviors of a candidate in specific scenarios, and lastly, during the interview the questions are posed to each candidate in the same structured manner to safeguard equal treatment. The authors found that after this structure was followed, the recorded interviews could be reviewed and candidate’s responses evaluated to eliminate undesirable candidates. It is shown that the findings of this  THE TELEPHONE-ADMINISTERED INTERVIEW 4 study proved over time that those scoring higher in a behavior-based telephone interview were less likely to leave a company thus saving turnover costs. I agree with the authors that the face-to-face interview adds value to the process, as it adds a personal touch, gives a “face” to the person you have met on paper, and allows a manger to judge social and communication skills. However, I do not believe this is always predictive of future performance of an individual as the candidate is operating in a stressful situation with unknown individuals with a negative consequence if performance in the interview is not seen as favorable. “Interviews are terribl e predictors of job performance ” (Grant, 2013) . Because of interviewer perceptions or predispositions, good candidates can be eliminated. According to Grant, a complete analysis of 32,000 applicants over 85 years indicated that about eight in every 100 were placed in the right spot after the interview process. Personally, I agree after being in the job force and searching for work that I have experienced the same type of prejudices for  positions. I’m sure I would have been a per  former for the company. There is no guarantee that a candidate will share information that will predict their future performance and furthermore past  performance may generate knowledge and learning that changes future performances. I do agree that due to previously established policies, employers continue to do interviews to fill positions, especially larger companies, because most have established policies for every department in the business, including human resource procedures. Interviews have  become the norm for all businesses and most managers  probably don’t give a thought to filling  positions in any other manner. I do not agree with the authors that employers do interviews  based on studies conducted by academic research on interviews because most business are not willing to spend the time, money, or effort to gain this type information. In my opinion,


Oct 7, 2019
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