Using Structured Interviewing to Select and Hire Desirable Job Candidates

James OtisIDPT 650 - EvaluationProfessor BellSeptember 22, 2012

Performance Checklist for

Background

Medical Practice DevelopersHigh turnover costs ← Poor hires ← Poor interviewing

Background

Medical Practice DevelopersHigh turnover costs ← Poor hires ← Poor interviewing

Bell Design Technologies• Training: Using Structured Interviewing to Select and Hire

Desirable Job Candidates

Background

Medical Practice DevelopersHigh turnover costs ← Poor hires ← Poor interviewing

Bell Design Technologies• Training: Using Structured Interviewing to Select and Hire

Desirable Job Candidates• Small group instruction with facilitator, videos, group

discussion, team exercises

Background

Medical Practice DevelopersHigh turnover costs ← Poor hires ← Poor interviewing

Bell Design Technologies• Training: Using Structured Interviewing to Select and Hire

Desirable Job Candidates• Small group instruction with facilitator, videos, group

discussion, team exercises• Evaluation of training and trainees

Pretest, posttest, satisfaction survey, two self-assessments, and performance evaluation

Purpose

• Evaluate effectiveness of the training• By assessing proficiency after completing the training• Aligns with corporate goal• Identify managers with poor post-training interviewing skills• Provide additional training

Performance Evaluation -

• What are the criteria for performance?• Course objectives– Prepare for a structured interview

– Distinguish between questions that can and cannot be asked during an interview

– Conduct an effective and successful interview

– Identify viable candidates and predict future performance based on their past job behavior

Performance Evaluation - Initial Information

• What are the criteria for performance?• Course subordinate goals

– Prepare interview• Identify job skills• Develop questions

– Distinguish questions– Conduct interview

• Create proper environment• Give overview of position• Establish rapport• Ask about past performance• Seek contrary evidence• Allow candidate to ask questions• Close • Review

– Identify candidates

Performance Evaluation - Initial Information

Business Case• Problem• Risk• Overall Measurement Strategy• Solution• Alternatives• Infrastructure• Human Resources• Funds• Restrictions or Constraints• Success Measures• Results• Record Retention

Performance Evaluation - Phase 1 - Need

Test Plan• Audience• Requirements• Remediation• Program components• Tests• Results

Performance Evaluation - Phase 1 - Need

SMEs• James Otis• Edith Bell, PhD, CPT• Figmont Erdisch

Performance Evaluation - Phase 2 - Design

Test Specification

Performance Evaluation - Phase 2 - Design

Test Specification

Performance Evaluation - Phase 2 - Design

Test Specification

Performance Evaluation - Phase 2 - Design

• Headline

• Names

• Date

• Instructions

• Body

• Signatures

Performance Evaluation - Phase 3 - Develop

Performance Evaluation - Checklist

Performance Evaluation - Checklist

Performance Evaluation - Checklist

Performance Evaluation - Checklist

Performance Evaluation - Checklist

Performance Evaluation - Checklist

Performance Evaluation - Issues

• Coverage of important skills and behaviors• Observable criteria

– Reduce possibility of error in judging– Ensure validity and fairness

• Utility– Length of checklist

• Clarity– Prose

• Unambiguous• Easy to understand

– Layout

Performance Evaluation - Validity and Reliability

• Face Validity - SME• Content Validity – based solely on the content of the

course• Construct Validity – mock interview reproduces the

relevant circumstances of a real one• Predictive Validity - SME• Reliability - SME

Performance Evaluation - Checklist

• Focused

Performance Evaluation - Checklist

• Focused• Thorough

Performance Evaluation - Checklist

• Focused• Thorough• Clear

References

Guerra-López, I. J. (2008). Performance evaluation: Proven approaches for improving program and organizational performance. San Francisco, CA: Jossey-Bass.

Hale, J. A. (2011). Test development workbook: How to develop and evaluate tests & assessments. Downers Grove, IL: Hale Associates.