Traditionally, I have started the New Year with a blog that recaps the past and looks to the future in assessment. This year we say good bye to 2016, and enter 2017. Of course, the big news in the United States was the election of a new President. I am not bold enough to claim I can predict how a new administration will impact public sector human resources. However, I do believe that I can make a prediction regarding the three hot trends for next year, and, they are each a carryover from the past several years.
My habit has been to insert a statement concerning how difficult it is to predict the future. However, this year I was surprised to find that many of the topics I would select for future trends, were actually covered in my blogs over the past year. So, maybe I am getting better at prophecy with advancing age.
My predictions for future trends or hot topics over the coming year include:
- Big Data and Predictive Analytics.
- Emerging Technologies.
- Police Performance.
In this blog, I will respond to what I see as practical questions that often arise in planning for a panel interview. I do apologize for the delay in the production of this third, and final, blog on the interview. Unfortunately, at times, real life intervenes.
I started this series by noting that no other selection device is as ubiquitous as the interview, while at the same time as misunderstood. Then, in Part 1, I discussed the individual selection interview. In Part 2, I discussed panel interview, including the availability from IPMA-HR of a product known as the Police Officer Structured Interview System or POSIS.
This month, in the third and final blog, I respond to what I see as some frequently encountered questions regarding the panel interview including:
- Should I train raters?
- Who should be on the panel?
- How should I combine ratings to arrive at a final score?
- What type of records should I keep?
- How long should it take?
As a warning, a lot of my answers will involve a combination of “it depends” and “on your local rules or procedures.”
The Panel Interview
In the last blog, we investigated possible improvements that could be made in the use of individual interviews in pre-employment or promotional screening. This month we expand our discussion to include the panel or board interview, an approach used by many public sector organizations.
As is often the case, once I start on a topic I have trouble controlling myself and my word count quickly gets out of control (my students have learned that if you ask me a simple question it can easily turn into an hour-long response). So, I have divided this blog into a 2a and 2b. In 2a, which you are reading right now, I:
- Delineate the major characteristics of the panel interview;
- Offer a version of a panel interview checklist;
- Discuss the need for structure and training;
- Provide an overview of the IPMA-HR Police Structured Interview System (POSIS).
Then, in a soon-to-follow Part 2b, I will answer frequently asked or encountered questions regarding the panel interview. Continue reading
The Interview. No other selection device is as ubiquitous, while at the same time as misunderstood. Like an A-list celebrity, all you have to say is “the interview” and everyone can tell you stories, generate an opinion regarding love it or hate it, and tell you why it has received too much (or too little) notoriety, press, and attention.
In the next two blogs, I will look at the topic of “Improving the Interview.” This month, we will discuss the Individual selection interview, which is conducted in a one-on-one setting between an interviewer and an interviewee. In the next blog, we will investigate improving the board or panel interview.
If Everyone Uses It, What Could Be Wrong?
Can a technique that every organization uses really be that bad? Well, the problem with the interview is that early studies found that the typical unstructured interview (referred to as “unstructured” because the interviewer was left to conduct and rate the interview as he or she wished) was not very reliable or valid. That is, despite the beliefs of human resource personnel and supervisors, the traditional interview was not a very good indicator of talent, merit, or the best candidate for the job.
The saving grace for the interview was the finding that introducing structure greatly increased the reliability and the validity of the interview. Depending upon the particular study, adding structure to an interview could double its validity as a predictor of job performance, turning it into one of the more valid selection devices.
Structure of Questions and Rating Scales
Structure can be introduced both into the questions asked as well as the way in which interviewee performance is evaluated. In terms of the questions themselves, each candidate should be asked the same questions in the same manner. The questions should present the interviewee with a situation and ask how he or she would respond, or a candidate may be asked to describe how they may have handled a problem situation in a past job. Continue reading