eceives information from the applicant and then uses this information to predict the applicant’s work performance in the future.
Instructions:
1. Identify three candidates from your group who will be interviewed for a position. 2. Please note the position must be related to the degree of study of the candidate. 3. The rest of the group will serve as panel members.
4. It will be suggested that only five members form the panel who will be asking questions. 5. The remaining members could act as a scribe and/or an observer.
NB:
1. Before asking the questions, it is important that the panel members first discuss among themselves who will be asking the different questions. (20 minutes)
2. While this discussion is taking place, the three interviewees will be asked to leave the area for a short while.
3. After the panel discussion has taken place, the candidates will be interviewed individually. 4. It is important that each candidate is scored out of five for each question.
5. Reasons for the score should also be provided to facilitate an easy discussion regarding the selection decision at the end.
THE DESIGN OF THE SELECTION INTERVIEW
-The Beginning
-Establishing rapport
-The Middle
-Sticking to the plan
-The End
-Closing the interview
Interview with three candidates (15 minutes per candidate).
1.1 Ask four (4) interview questions (the three shortlisted candidates should not see the questions). i. 2 Situational questions
a. Situational questions focus on the candidate’s ability to project what his/her behaviour would be in a given situation, e.g. “How would you, as a supervisor, respond to a subordinate coming to work late for three days in a row?”
ii. 2 Non-structured questions
a. In non-structured questions, the interviewer asks questions as they come to mind, without following any set format.
iii. 2 Behavioural questions
a. Behavioural questions are asked to determine how the candidate behaved in a given situation in the past, e.g. “Tell me about an incident in which you had to deal with a difficult customer. How did you turn the situation around?”
iv. 2 Knowledge and background questions
a. Knowledge and background questions probe the candidate’s job-related knowledge and experience.
1.3 Selection Decision
During this step, the panel member must discuss the three candidates that were interviewed and decide who is the most suitable candidate for the position. (10 minutes)
1.2 Explain how you will conduct reference and backgroud checks (name at least two specific questions you would ask).
2
The reference check aims to verify (check) factual information provided by candidates in their applications and to seek opinions from other independent individuals on the candidate. The vacant position determines, to a large extent, how deeply the background search is conducted. The most common background information that is investigated is:
Model answer
• Identification (including date of birth and address)
• Education
• Current employment (employer, position, salary, and employment dates)
• Employment eligibility (according to local immigration laws)
• Dates of prior employment
• Country criminal records (current residence and last residence)
• Licensing verification
1.3. Write and submit a report to your facilitators about the process. Your report should include; a. Introduction
b. body (in this section include a section based on your final selection decision)
c. conclusion
Reflection Time (10 minutes)
• Allow a few students provide to provide feedback on the session.
• Ask them to elaborate on what was positive and negative about the session.
• Ask whether they can see the link with the theory.
Report on the Selection Interview Process
Introduction:
The selection interview process was conducted to assess three candidates for a position related to their degree of study. The interview panel consisted of five members, with the remaining group members acting as scribe and observer. The candidates were asked a series of questions to evaluate their work performance in the future.
Selection Decision:
After the interview process, the panel members discussed the candidates and decided on the most suitable candidate for the position. The decision was based on the scores given for each question, as well as the reasons provided for the scores. The panel considered the candidates' responses to the situational, non-structured, behavioural, and knowledge/background questions in making their decision.
Reference and Background Checks:
In conducting reference and background checks, two specific questions that would be asked include:
1. Can you verify the candidate's employment history, including dates of prior employment?
2. Can you provide insights into the candidate's work performance and suitability for the position?
Conclusion:
Overall, the selection interview process was conducted successfully, with the panel members making a well-informed decision based on the candidates' responses. The reference and background checks will help to further validate the chosen candidate's qualifications and expertise for the position.
Feedback:
During the reflection time, students provided positive feedback on the session, highlighting the interactive nature of the interview process and the opportunity to assess real-life scenarios. They also noted the importance of aligning the interview questions with the job requirements. In terms of negative feedback, some students suggested allocating more time for the interview process to delve deeper into each candidate's responses. The link with theory was acknowledged, particularly in evaluating candidates' behavioural responses and predicting future work performance.
Overall, the selection interview process was a valuable learning experience for all participants, showcasing the importance of effective communication, critical thinking, and decision-making skills in selecting the most suitable candidate for a position.