Similarities Between Structured Situational And Nondirective Interview

“The semi-structured interview is a qualitative data collection strategy in which the researcher asks informants a series of predetermined but open-ended questions”(Ayres, 2008, p. 810).

As a college based Management Apprenticeship assessor and trainer working within Corporate Development Training nationwide, I use a range of assessment methods.

Chern’s needs to complete an internal assessment of the organizations current employees for training, reassignment, promotion and dismissal purposes. The internal assessment can help Chern’s determine if their employees fit the requirements for the managerial positions within the organization. By assessing their current employees’ abilities, willingness to learn and ability to adapt to new situations along with

The proposed research study will be semi-structured interviews. According to Bernard (1988) it is the best used method, when wanting to interview several interviewees to collect valuable data. Using this method gives a clear guide of instructions of the interview, it provides a reliable, comparable source of qualitative data, when starting to draw the findings together. Semi- structured interviews will be used because as the researcher, the purpose of the research is to gain an understanding of identifying ‘talent’ in males aged 18 and above. This will be done by interviewing just male scouts and coaches, and looking at their perceptions on what they believe ‘talent’ is. Bernard (1988) suggests the benefits of using semi-

This assessment is evaluated and analyzed by trained professionals so the room for error is very limited. These professionals analyze the job requirements, test results and advise whether the applicant will be an acceptable candidate for the job opening. They will help find the appropriate fit for the job, department, and

One advantage of a semi structured interview is that in the case of participants who tend to answer questions briefly, the interviewer can ask more open ended questions and cater the structure of the interview for the participant. The interviewer has a choice of which order to ask the questions in and how to ask them. For instance, in the transcript for the interview, the interviewer is being provided with one sentence yes/no replies in the beginning. Then, a few questions later, the interviewer asks a more detailed question that asks the participant how they manage their diabetes and who helps them. This prompts a more detailed response from the participant, who has now been asked to speak more freely about their experience with diabetes. Furthermore, for semi-structured interviews, the interviewers can follow what the participants are saying and modify their questions accordingly. The interviewer can be prompted by something the participant has said, and explore that prompt further in their proceeding questions. For example, when the respondent states that they do their own finger prick blood test, the interviewer then explores that deeper by asking follow up questions such as what equipment the participant uses and the difference in their own materials versus the hospital’s. Furthermore, in a semi-structured interview, the participant might bring up interesting points the interviewer had not come across in their

Situational Interview Questions: These inquiries will gauge how a man would respond to genuine circumstances and give their conclusions. This sort of addressing is endeavoring to make the hopeful feel similar feelings that the meeting is attempting to introduce.

Structured interviews are very similar to questionnaires. The interviewer is given strict instructions and often training on how to ask the questions. Each time they interview a different respondent, they conduct it in a very standardised manner. For example, the same questions are asked, word for word, in the same order, and tone of voice.

Essentially, there are two types of structured interviews, which are called situational and experience based (also called behavioral) (Ellis, 2016). Situational interviews consist of questions asked to respond to a specific situation one might face in the workplace environment (Ellis, 2016). These types of questions or scenarios are designed to reveal the candidate’s analytical and problem-solving skill sets, as well as how they would handle an unexpected situation. Experience-based interviews evaluate past behaviors that are associated to the prospective job (Ellis, 2016). Theoretically, the use of experience-based interviews is the same as that of biodata, which reflects past behavior as a good predictor of future behavior. Thus, presumes

Whereas a structured interview follows a standardised format, in an unstructured interview the interviewer has complete freedom to vary the interview. Supporters argue that this brings a number of important advantages. Such as, rapport and sensitivity, the interviewee's views are clearer, the ability to check understanding, flexibility and the ability for the interviewer to explore unfamiliar topics. However, there are multiple disadvantages to using unstructured interviews in sociological research. Such as, practical problems, which include, time and sample size, training, and interpersonal skills, there are also issues with representativeness, reliability, quantification and validity.

“Situational interviews assess an applicant’s ability to project what his or her behavior would be in the future hypothetical situations”(Heneman, Judge, & Kammeyer-Mueller, 2012). In other words, situational interviews will provide questions such as: ‘what will you do if... questions, or tell us about an event when you was faced with a certain type of conflict, how did you handle the situation? The interviewers in these sections/ interviews are looking for answers from the applicant that will help them to predict how this individual will respond to stressful situations if hired. After receiving a degree in ‘Conflict Resolution’ from Bethel, this cohort starts believing that most organizations will hire an individual based on how well they think he or she is equipped to handle the type of conflict the job that they are applying provides. That’s why the level of education and experience are crucial, considering it focuses on a certain discipline.

Unstructured interviews are normally unplanned; therefore they are casual and the hiring manager does not have time to prepare; they just go with the flow and ask questions not normally about the job requirements but focuses on learning the candidate (Heneman, Judge, & Kammeyer-Mueller, 2012). Structured interviews are the totally opposite of the unstructured interviews whereas the interviewer is prepared for the interview and has standard questions based on the position that is ask to all candidates and they evaluate the candidate based on their responses. The two types of structured interviews are situational and experience; situational focuses on give the candidate the opportunity to inform the interviewer how they would behave in a hypothetical

Teijlingen (2014), assert that semi structured interviews “consists of predetermined questions where every participant gets the same key question asked. However, on the other hand there is flexibility in how the questions are asked and what follow up or probing to use” (p.20). Similarly, Clifford, French and Valentine (2010), describes semi structured interview “as a verbal interchange where one person, the interviewer attempts to elicit information from another person by asking questions” (p.103). Furthermore, the use of semi structured interview unfolds in a conversational manner which offers participants the chance to explore issues they feel are important regardless of the already predetermined questions prepared by the researcher. Additionally,

An assessment center is “a variety of testing techniques designed to allow candidates [or current employees] to demonstrate, under standardized conditions, the skills and abilities that are most essential for success in a given job” (qtd. in Coleman 3). Typical assessment center techniques include tests, structured interviews, in-basket exercises, leaderless group discussions, role plays, case studies, presentations, and writing samples (Campion 2014). The results of these techniques can be used for multiple human resource functions, including selection, placement, promotion, development, identifying early managerial talent, and managing succession (Gaugler et al. 493, Thornton III and Byham 3, Spychalski et al. 71). In addition, assessment centers can help organizations detect organizational deficiencies, inefficient procedures, and training deficiencies (Hale 18). The versatile nature of assessment centers makes them a beneficial tool for human resource management.

The fourth chapter then deals with the task of actually trying to improve corporate training and assessment programs. The challenge here is to find a way to determine which current or potential employees have the necessary skills to succeed in an organization. As mentioned before, these skills are not easy to measure and so assessing employees is not easy and the recommended steps are only guidelines to help in this process.