Research has consistently shown that structured, behaviorally based interviews have higher validity (predict performance and retention better) than do unstructured interviews. Censeo helps clients develop and implement effective interview processes that are valid, and that will withstand legal scrutiny if they are challenged.

The Business Need
Interviewing remains a key part of the selection process for most companies, even when multiple, validated assessments are used. They are intended to collect data on competencies and personal attributes required for success and retention.

The problem, quite simply, is that interviews typically don’t achieve these objectives very well. The business need is to make improvements in three respects: (a) better questions and ways of evaluating candidates’ responses, (b) better training for interviewers, and (c) more consistency in how the interview process is applied in the organization.

The Solution
Censeo’s Industrial-Organizational Psychologists have extensive experience in developing structured interview guides for many jobs in many different industries. The focus is not only on developing good interview materials, but also on ensuring the interviews logically fit into the overall selection process, and are targeted at collecting data that supplements data collected from other selection tools. See Best Practice Systems for more information on the overall process.

The scope of Censeo’s consulting services in this area range from just critiquing interview guides developed by clients internally, to taking the lead role in preparing new interview guides. Regardless of who completes which tasks, the typical steps are those listed below. (The assumption is that the job analysis or competency model work has already been done. If it hasn’t, it is imperative that it be completed first.)

1. Determine how the interviews will fit into the overall selection process.
2. Review the competency model for the position and identify the competencies and specific key behaviors to be measured in the interviews.
3. Draft interview questions and follow up probes for each area.
4. Organize the questions into separate interview guides depending on who will be involved in the interviews. Consider which role (e.g., HR, hiring manager, next level manager) would be most appropriate for each question.
5. Prepare evaluation guidelines for each question (or block of questions, if they are organized by competency).
6. Prepare instructions, rating scale, etc. and pull everything together into nicely formatted documents.
7. “Reality test” the interview guides with a sample of people who will use them, and make revisions based on input.
8. Implement the interview process with good communications and training (often done in conjunction with rolling out a whole new selection system).

Key Benefits

• Interview questions which zero in on the key competencies to be assessed by interviewers versus those better measured by other means.
• Legally defensible interview questions that are based on a thorough job analysis or competency model.
• Scoring guidelines to ensure consistency and validity across interviewers.
• Training to improve interviewing skills, including asking only legal, job related questions.
• Consulting support on integrating structured interviews into a multistage selection process.