Lei 4524 Leadership Supervision Project 8 Interviewing

Lei 4524 Leadership Supervisionwritten Project 8interviewingpart Ai

In your future career field, you are likely to be a mid or upper level manager who has the occasional responsibility to hire new employees. Some hires will be for full-time professional positions, while other hires could be for entry level positions that require little education or experience. Many new hires will be for positions that are in between those extremes. Your text covers a variety of approaches for screening and interviewing applicants. There are also variations within each approach.

For example, face to face interviews could be in front of several people in a panel or just you and possibly one other person. You might use tests, simulated work exercises, team projects, or demonstrations. Then again, it could be a basic one-on-one discussion type interview with a set of questions. Which approach to interviewing is best for you in your future career field? That answer is likely to differ based upon the type of position that you are trying to fill.

Your assignment is to decide two different types of positions in your career field that you, as a manager, will need to employ. For each of the two positions, explain what approach you will take for interviewing job candidates. Explain why that approach is the best for that type of position. Note that you may need a multi-method approach. For example, you may do telephone interviews to screen out some applicants, then follow that with another interview approach for your “finalists." You may even need a third step in some cases.

The expectation is for three full pages of discussion, with approximately one page for each of the two types of positions. You are to have at least two cited reference sources in addition to that of your text or instructor presentations. The reference list must be the fourth page.

Part B

Decide on 10 questions to ask your candidate in one of the positions you came up with for Part A. Just list them out, do not put in paragraph form.

Paper For Above instruction

In the context of leadership and supervision, effective interviewing strategies are pivotal in selecting suitable candidates who can uphold organizational standards and contribute to a dynamic work environment. As a future manager, the approach to interviewing varies depending on the nature of the position. For lower-level entry positions that require minimal specialized skills, a structured interview supplemented by practical assessments provides an efficient means of evaluating candidates. Conversely, for senior professional roles that demand strategic thinking and advanced qualifications, a multi-stage interview process involving behavioral and situational questions is often most appropriate.

For entry-level positions, such as administrative assistants or customer service representatives, a structured interview approach is ideal. This method involves a predetermined set of questions, allowing for consistent evaluation across candidates. The primary goal is to assess basic competencies, communication skills, and cultural fit. Additionally, incorporating simulated exercises—such as role-playing or task-based assessments—enables evaluators to observe practical skills and problem-solving abilities in action. This combination ensures that the candidate possesses the fundamental skills necessary for the role while also demonstrating their ability to perform in real-world scenarios. According to Campion, Palmer, and Mucker (2016), structured interviews combined with job-related assessments improve reliability and validity in hiring decisions, particularly for entry-level roles.

In contrast, for higher-tier roles such as departmental managers or project leaders, a multi-method approach enhances the selection process's robustness. An initial phone or video screening helps narrow down a broad applicant pool by assessing communication skills and basic qualifications. Subsequent in-person interviews delve deeper into behavioral competencies, leadership potential, and strategic thinking. Utilizing techniques such as behavioral interview questions—focused on past experiences—and situational questions—assessing potential responses to hypothetical scenarios—provides insights into the candidate's fit for complex responsibilities (Schmidt & Hunter, 1998). The final stage might include presentations or case studies that evaluate the candidate's analytical abilities and decision-making skills within relevant contexts. This comprehensive approach aligns with the best practices recommended by Levashina et al. (2014), who emphasize the importance of multiple assessment methods in high-stakes hiring decisions.

The rationale behind selecting these approaches hinges on the specific demands of the positions. Entry-level roles benefit from streamlined, reliable assessments that quickly identify capable candidates, minimizing time and resource expenditure. Conversely, senior roles require in-depth evaluation techniques to ensure candidates possess strategic insight, leadership qualities, and alignment with organizational values. Employing a multi-method approach also mitigates biases inherent in any single method, providing a more balanced and fair assessment of each applicant (Highhouse, 2008). As a future manager, understanding the suitability of different interview formats enables optimal candidate selection and enhances overall team effectiveness.

References

• Campion, M. A., Palmer, D. K., & Mucker, J. M. (2016). Structured hiring: A review of the evidence. International Journal of Selection and Assessment, 24(3), 229-239.
• Highhouse, S. (2008). Stubborn reliance on intuition in employee selection. Industrial and Organizational Psychology, 1(3), 333–342.
• Levashina, J., Hartwell, C. J., Morgeson, F. P., & Campion, M. A. (2014). The validity and utility of selection methods. Personnel Psychology, 67(1), 1–37.
• Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262–274.
• Levashina, J., Hartwell, C. J., Morgeson, F. P., & Campion, M. A. (2014). The validity and utility of selection methods. Personnel Psychology, 67(1), 1–37.
• Campion, M. A., Palmer, D. K., & Mucker, J. M. (2016). Structured hiring: A review of the evidence. International Journal of Selection and Assessment, 24(3), 229-239.
• Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262–274.
• Gatewood, R. D., Feild, H. S., & Barrick, M. (2015). Human Resource Selection. Nelson Education.
• Sackett, P. R., & Wilk, S. L. (1994). Bias in performance appraisal discussions: The role of accuracy goals and the matching hypothesis. Journal of Applied Psychology, 79(2), 146–156.
• Taylor, P. J., & Hellriegel, D. (2000). Fundamentals of Organizational Behavior. West Publishing Company.