Interviewing types:

‍When it comes to interviews, there are two main types: unstructured and structured. Unstructured interviews are the traditional type, where the interviewer asks questions on various topics. These questions can be difficult to compare between candidates, as they may not be asked in the same order or at all. This can lead to bias on the interviewer's part, which is why structured interviews were developed.

‍Structured interviews:

‍Structured interviews are designed to minimize bias and increase fairness. In these types of interviews, all candidates are asked the same set of questions in the same order. This allows for better comparison between candidates and helps ensure everyone has an equal opportunity to shine. Additionally, structured interviews are more diverse, as they often include a wider range of questions.

‍Empirical evidence of structured interviews' effectiveness:

‍There is a wealth of research that demonstrates the effectiveness of structured interviews. A study by the American Psychological Association found that structured interviews predicted job performance better than unstructured interviews. Another study, this one by the Society for Human Resource Management, found that structured interviews reduced bias in hiring decisions. Finally, a meta-analysis of over 500 studies found that structured interviews outperformed unstructured ones in terms of validity and predictive power across a variety of settings. Further studies show that bias can be further reduced by using multiple raters in the interview process.

‍Planning:

‍Before the interview, you'll need to do some planning. This includes developing a list of job-related competencies you want to assess and creating behaviourally-anchored rating scales for each competency. You should also decide who will be on the interview panel and each person's role. Additionally, make sure to send out confirmation emails to all panellists and candidates.

‍Types of questions:

‍Next, you'll want to decide what types of questions you'll ask. There are three main types of questions: personal background, job-related, and hypothetical. Personal background questions assess candidates' suitability for the role based on their life experiences. Job-related questions assess a candidate's knowledge and skills related to the position. Hypothetical questions assess a candidate's ability to think critically and solve problems. You'll want to include a mix of all three types of questions in your interview.

‍Questions:

‍When creating your questions, make sure to avoid bias by steering clear of personal opinions or assumptions. For example, avoid questions that could be interpreted as leading, such as "Tell me about a time when you were the most successful salesperson in your team." Instead, focus on neutral questions allowing all candidates to showcase their skills and experience. An example of a neutral question would be, "Give an example of how your ability to keep a "level head" made the difference between success and failure.?"

‍Format of the questions:

‍Once you have your list of questions, it's time to decide on the order in which they will be asked. This is significant as the order of questions can affect how candidates answer. For instance, candidates may feel flustered and rush through their answers if you start with a difficult question. On the other hand, if you start with an easy question, candidates may not feel challenged and could provide short or uninspired responses.

‍Introducing candidates to the format:

‍Once you have your list of questions, it's time to start the interview process. Begin by greeting each candidate and introducing yourself. Then, explain that the interview will be conducted using a structured format. This will help put the candidate at ease and let them know what to expect. Next, start asking your questions.

Make sure to give each candidate enough time to answer fully and avoid interrupting or rushing them. If a question stumps a candidate, try rephrasing it differently or providing more context. The goal is to get the best possible response from each candidate so that you can make an informed hiring decision.

‍Scoring candidates:

‍The star technique is a very effective way to structure your questions. In this section, you will ask a question, e.g., "Describe a time when you made a statement to a customer that was too direct or blunt, which negatively affected your chances of making a sale?"." How did you handle the situation? You will then look for the candidate to explain the situation, their task, the action they performed, and then the Result (STAR).

Scoring structured interview answers are imperative to ensure fairness and accuracy. This can be achieved by creating a scoring rubric in which each answer is scored on a scale of 0-4, based on how well the candidate described the situation, the task they were assigned and what they did. You and a fellow interviewer will mark how well they articulated a STAR answer. Have two interviewers score the candidate independently to ensure accuracy and spot bias. Compare the scores to decide which candidate fits the role best.

Finally, make sure to wrap up the interview by allowing the candidate to ask any questions they may have. This shows that you're interested in their thoughts and opinions and will enable you to gauge their level of interest in the role. For further training, advice or support on implementing structured interviews into your organisation, reach out to the team here.

‍Types of Bias you will avoid by using structured interviews:

‍Here are types of bias you can avoid with structured interviews:

- Personal bias: When you allow your personal feelings or opinions to influence your assessment of a candidate.

- Gender bias: When you make assumptions about a candidate's abilities based on their gender.

- Age bias: When you make assumptions about a candidate's abilities based on their age.- Racial bias: When you make assumptions about a candidate's abilities based on their race or ethnicity.

- National bias: When you make assumptions about a candidate's abilities based on their nationality.

- Sexual orientation bias: When you make assumptions about a candidate's abilities based on their sexual orientation.

- Religion bias: When you make assumptions about a candidate's abilities based on their religion.

- Disability bias: When you make assumptions about a candidate's abilities based on their disability status.

- Marital status bias: When you make assumptions about a candidate's abilities based on their marital status.

- Parental status bias: When you make assumptions about a candidate's abilities based on whether or not they have children.

- Physical appearance bias: When you make assumptions about a candidate's abilities based on their physical appearance.

- Education bias: When you make assumptions about a candidate's abilities based on their education level.

- Work experience bias: When you make assumptions about a candidate's abilities based on their work experience.

- Geographical bias: When you make assumptions about a candidate's abilities based on their geographical location. By using a structured interview format, you can avoid all of these types of bias and ensure that only the most qualified candidates are hired for the job.

Key takeaways:

- Structured interviews help to level the playing field and ensure that all candidates are treated fairly.

- They also help to avoid bias in hiring by ensuring that all candidates are asked the same questions, in the same order, and are scored objectively.

- Finally, structured interviews help to ensure that only the most qualified candidates are hired for the job.

If you have any questions or would like to know more about Stryve feel free to book in a time with us here and we'd be happy to talk.