- How would you design a training program so that future interviewers would understand what can and cannot be asked in an employment interview?
When creating a training program, I would first identify the purpose of training and the audience. For example to ensure interviewers understand what can be asked. I would then determine the needs of the participants by getting them complete a survey. Then, come up with training activities where the interviewers are engaged in discussions to allow for feedback from them. A training design is then prepared where each trainer is required to give an example of the questions they would ask when interviewing say, a plant manager. An evaluation form is then prepared to ensure the objectives are met (Yate, 2005).
- If your organizational research had already established that women with children under the age of five are more likely to be absent from work than others, could the company then use this information to make decisions?
The company could use this information when interviewing because it needs excellent performance and it would not entertain latecomers. Thus, the chances of such women getting the job would be minimal.
- How would you design a structure, situational or behavioral interview for an assignment oversees? Based on the evidence, is the situational or the behavioral interview more valid?
For an assignment oversees, I would design a structural interview, by incorporating broad overall questions basing on the candidate’s education and work experience. I will have pre-written questions basing on awareness, aptitude and individual aptness of the candidate. For a behavioral interview, I would base my questions on the previous behavior of the candidate, say asking them to name an organization they have worked for before and how well they handled the employees. A situational interview would narrow down to how the applicant would tackle a particular situation. For example if a company has several branches worldwide and one of them is performing very poorly, the manager would be asked how he would handle such a situation.
- Discuss the ethical and legal implications of asking applicants about the health history of family members. Setting aside possible legal issues, should a company take family health into consideration when evaluating an applicant?
The health history of family members would enable the company to know whether the applicant has a history of good or bad behavior. It is believed that some behave or are inherited and thus if the family is known to have behavior like stealing, such would be believed to affect the applicant in a way. The legal implications are to find out if there are any criminal records associated with the family which would spoil the image of the company. The family health should be taken into consideration because diseases like sickle cell anemia for example are inherited and one may not perform well in the job (Yate, 2005).
- relative to alternative methods of selection, what role should an interview play in the selection of retail assistant managers? If you use more than one method, how would you go about weighing the information?
In the selection of retail assistant managers, an interview helps to know how competent one is. In a situational interview for example, the employer would know how best one can handle a critical situation. Behavioral interviews also help know the kind of tasks an individual has handled helping decide whether they are good to take up the job. If more than one method is used, one would get the average thus determine the highest scorer who would take up the position.
- a colleague suggests that you do not have to develop a structured, behavioral interview as long as you get three colleagues to do independent, unstructured interview and then evaluate candidates. Do you agree with the colleague? Justify
No, because as much as a structured interview is important, behavioral and situational interviews will also help the interviewer know how best candidates can handle different situations. The past experiences are also important to know how candidates handled prompting situations in their past work experiences.
Reference
Yate, M. (2005). Hiring the best: a manager’s guide to effective recruitment. New York: Adams Media.
