Addressing the Limitations of One-on-One Interviews
Organizations can use several approaches to address the limitations of the one-on-one interviews and make them more effective. The interviewers need to be trained on interviewing and communication skills to ensure that they carry out the interview in a professional manner and avoid being prejudiced and making the process flawed (HR Guide, n. d). They should try and make the candidates more relaxed during the interview to ensure that the interview remains successful and fair for each of the candidates.
The interviewees should also be guided during the interview process to ensure that they are not disadvantaged and they all have the same kind of interview experience. The recruitment and selection process can be made more effective by using structured questions for each of the candidates with the interviewer having the flexibility to ask further questions to verify the responses and clarify the answers given (Roberts, 1997). This allows for some consistency in the interview process for each of the candidate and also allows for the candidate to verify their responses and answer accordingly making the process fair and unbiased.
It also ensures that they interviewer does not ask irrelevant questions that do not relate to the job. This saves time during
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The interview should be carried out in a place that will allow the candidates being interviewed to be at ease and relaxed. The atmosphere should be relaxing and comfortable enough with minimal distractions to ensure that the candidates fully concentrate on the interview. This ensures that the candidates do not give non verbal signals such as anxiety that may interfere with their interview process. 5. 0 Conclusion One on one interviews are an effective way of recruiting and selecting the right candidate for the job.
The personal contact that is established between the interviewer and the interviewee is essential in ensuring that the interviewee is relaxed and thus is able to provide in depth information and clear responses for the questions asked. The interviewer is also able to assess the candidate further through non verbal gestures that can help determine the personality of the candidate and the ability of the candidate to fit in the organization and work with the other staff.
All these information allows the interviewer to make a decision and assessment that is fair and free from bias and thus selecting the right candidate for the job. The interviewee also gets a chance to make an impression during the interview and increase his or her chances of getting selected over other means of recruiting and selecting. Bibliography Armstrong, M. (2006 ). A handbook of human resource management practice. London : Kogan Page Publishers. Baldwin, K. (2008 ). Managing Employee Performance in Seven Steps. East Sussex: Kieran Baldwin.
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