Other selection techniques

5.2.10.1. CV

A CV is an old method of forecasting the success of a candidate and one of the weighed forms of data. It usually involves more types of data, such as standard forms of data collection, and contains different information on abilities, hobbies, sports competitions, membership to organisations, education, health, life experi- ences, experience in a particular professional field, as well as everything else than may

help in determining if the criteria of success are fulfilled. A comprehensive question- naire is used as an addition to the collection of responses connected to the job posi- tion (Table 5.8).

Table 5.8: Questions that may be posed to a candidate in the form of a questionnaire

Obtained answers are compared to answers of the most successful employees. At the first sight, although these questions seem unnecessary they are connected to the characteristics determined and quantified abilities. A research defines CV as a good basis for forecasting future success in the job position. This simple and cheap tech- nique may become very expensive if it is verified by external consultants. Despite due diligence in formulating the questionnaires, there is still a significant risk of discrimina- tory questions that are not connected to the job requirements.

5.2.10.2. Jury interviews – committees for the interview

There are two or more examiners conducting these types of interviews which enable several people to give a grade and to eliminate the factor of personal dislike or prej- udice which may exist with certain individuals. A research recommends that members of the committee cooperate on the preparation of the interview and to agree that each mem- ber poses a question to each candidate. The discussion with candidates during the inter- view may provide additional information and better final results. It is true that cross exam- ination could be stressful for a candidate; an additional weakness is the costs of applying this method since it also subsumes involvement of the future superior. This method is most often used in public services and for employment in the intelligence services.

5.2.10.3. Group interviews – panels

Group interviews are recommended particularly for employment at individual highly specialized places. A feature of these interviews is that a candidate is placed among other employees (3-5), who have a possibility of asking the candidate whatev- er interests them (of course, with limitations that refer to the prohibited questions) and write down the questions and answers (Lipičnik in Možina, 1994). The main rea- son for the application of this type of interviews is the reduction of possible influence on the side of persons conducting the interview.

These interviews show potential quality, although they are not generally used. The problem of uncontrolled conversation often occurs where the moderator becomes a mere observer of the conversation.

The organisations that use these methods place an emphasis on the personal- ity of a candidate and his/her abilities and social skills, for example, influence, com- munication and intellect.

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How successful were you in school?

• Always among the best

• Immediately close to the best and better than average • Average

• Below average, and better than poor • Always among the worst

At what age did you start working for the first time?

• Less than 16 years • 16–17 years • 18–19 years • 20–21 years • 22–23 years

Group discussions are very useful for interviewing young candidates such as graduates or when they are used as a part of the process of assessing candidates in assessment centres.

5.2.10.4. Computer questionnaire

One of the new approaches to interviewing job applicants is communication by computer whereby the initial interview is conducted in the form of a questionnaire filled in by the candidate on the screen without the presence of the interviewer. The typical interview includes 100 questions and lasts for 20 minutes. In this way it is pos- sible to obtain a large amount of information. Questions that a candidate might deem inappropriate are posed without a feeling of embarrassment, very directly without an additional assistance and support. A research shows that candidates give more detailed information in this way than during a face to face interview. On the other hand, it is determined that candidates for more demanding jobs at higher levels have a feeling that they are not given enough attention which indicates that this method is maybe more suitable for recruitment at lower levels. A well done computer interview helps in avoiding the usual weaknesses of a face to face interview. A computer is a good interviewer since it conducts a conversation with the full focus and memory, precision and additional software. In this manner, an additional increase of value of a subse- quent human decision-making is achieved.

A computer questionnaire is a useful application for providing information on the abilities for a job position with different possibilities for identification of problem- atic areas, questions and answers (Table 5.9).

Table 5.9: An example of a computer questionnaire

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1 X, if you are placed to the position of a supervisor, how do you estimate your abilities?

a My abilities are weak, it is not the job for me. d Good, even the result may be above average b Bad, but I would manage e I think that the job would be appropriate for me c Good, I think that It would be very successful f I am not sure I would be able to do it

2 X, how would your superior grade your results at the previous job?

a a a a

b b b b

c c c c

3 X, do you mind if we get in touch with your previous superior?

a Yes b No

5.2.10.5. Video interview

The latest novelty in the field of recruitment interviews is video conferencing which has great advantages in employment of candidates found in other countries or other continents. The top management of an organisation can assesses candidates on the basis of a video conference and selects those who are qualified for further inter- views in the employer’s headquarters. This technique is less costly in terms of time, transport and accommodation while its main weakness is the fact that candidates could feel uncomfortable, although he or she may seem composed. The experiences show that candidates usually overcome the initial nervousness and stiffness and become more comfortable as the interview goes on.