In this reflective report, I will examine how the discernment of the theories for interviewing contributes to the success of an interview. This will also serve as a gauge of my understanding of the concepts studied.
This exercise started with the modifying the original job description provided. The original job description was edited to give the recruiting company a more defined identity and to inject the personality of the management. This is an important step in "attracting" the right kind of people to answer the job posting. According to Ben Schneider's Attraction-Selection-Attrition Framework, the personality of the organization is the sum total of the personalities of its employees, thus "people are attracted to an organization on the basis of their interests and personality" as mentioned in the Recruitment and Selection Module of Hull University (5). After the modification of the job description, I created a person specification for what I think is the "ideal person" for the job. For the job person specification, I used Fraser's Five-Fold Grading System, referencing the Recruitment and Selection Module of Black's Academy (2). It is in creating the person specification that I understood the significance of Schneider's theory of "like-attracts-like".
The conceptualization of the interview plan and the formulation of the interview questions followed...
For the interview questions, I used a combination of questions based on Behavior Description Interviewing, Situation Interviewing and interjected some technical questions as well (Interview Techniques, University of Alberta, 1-3). I chose to use a combination of these questions to check if the person meets the person specification that I created.
Looking back on the interview exercise, I think that it went quite well. I remember being confident during the interview and I was also able to put the interviewee or applicant at ease. Personally, I think the preparation step is very important for two reasons; one is that it enabled the applicant to open up and, two, as the interviewer, I was also able to observe the body language of the applicant without the nervousness. This may have worked because of the amount of preparation that I spent creating and revising my interview plant based on the WASP framework from the Online Business Learning Archive.
The predominantly open-ended questions that I used gave the applicant an opportunity to share his experiences in detail which in turn helped me see beyond the CV of the applicant. This exercise helped me see the applicant as a person and imagine how he would fit in my organization.
During the interview, although I did plan and succeed in making the applicant at ease, I may have over-emphasized my welcome. As my assessor commented, my statement that "we need you, rather than you need us" may have placed my applicant to mindset of having already secured the job. I think this may also have "weakened" my role as the representative of the employer or company. In the interest of having all of my questions answered, I may have hurried the interview and potentially caused the