Post on 20-Jan-2015
description
21/07/2010 1PERSONNEL PSYCHOLOGYNZ LTD
Behavioural Event Interviewing:Science or Religion
Keith McGregor
Personnel Psychology NZ Ltdwww.ppnz.com
NZPsS Annual Conference
Rotorua - July 2010
21/07/2010 2PERSONNEL PSYCHOLOGYNZ LTD
21/07/2010 3PERSONNEL PSYCHOLOGYNZ LTD
Structured Interviews
1. Base questions on a person spec from a job analysis
2. Ask exactly the same questions of each candidate
3. Limit prompting, follow-up questioning and elaboration
4. Use better types of questions, namely;
- future situational questions (What would you do if ...?)
- past experience questions (Tell us about a time ..?)
- work history questions (What experience with ...?)
- job knowledge, competency questions (How do you?)
Campion, M., A, D. Palmer, K, et al. (1997). "A Review of Structure in the Selection Interview." Personnel Psychology 50: 655-702.
21/07/2010 4PERSONNEL PSYCHOLOGYNZ LTD
Structured Interviews
5. Use longer interviews or more questions
6. Withhold access to ancillary information
(application forms, resumes, test scores, etc.)
7. Don’t allow questions from candidates until
after the interview
8. Rate each answer using multiple scales
9. Use detailed anchored rating scales
10. Take detailed notes
21/07/2010 5PERSONNEL PSYCHOLOGYNZ LTD
Structured Interviews
11. Use multiple interviewers on panels
12. Use the same interviewers across all
candidates
13. Don’t discuss candidates or answers between
interviews
14. Provide extensive interview training
15. Use statistical methods to analyse the scores
21/07/2010 6PERSONNEL PSYCHOLOGYNZ LTD
Hypothetical Situational Questions
• Identify required competencies
• Obtain examples of critical incidents
• Create a scoring template
• Score the answers
• Appoint the person with the best score
• “What would you do if you discovered a co-worker was planning to leak information?”
21/07/2010 7PERSONNEL PSYCHOLOGYNZ LTD
Behavioural Event Questions
• Identify required competencies
• Write questions focusing on past behaviours
• Situation – Behaviour – Outcome - Motivation
• Create a scoring schedule
• Score the answers
• Appoint the person with the best score
• “Can you tell us about a time when….”
21/07/2010 8PERSONNEL PSYCHOLOGYNZ LTD
Question Sent To Candidate
Customer Service Orientation:
Tell us about a time when you recognised that
more was required than the customer (internal
or external) asked for and what you then went
on to do.
Tell us of a situation when you have had to say
‘no’ to a customer or client, what did you do?
(Taken from a 1996 questionnaire sent to a candidate prior to interview.)
21/07/2010 9PERSONNEL PSYCHOLOGYNZ LTD
Inconsistent Application70% based their questions on the person specification
14% used ad-lib questions.
43% described using a set format
70% included at least some generic questions, such as
describing strengths and weaknesses, that were not specifically job related.
28% had complete freedom in the questioning process
22% who stayed with the set questions. The balance
used a semi-structured approach.
52% indicated they used some form of rating.
Taylor, P., Y. Keelty, et al. (2002). "Evolving Personnel Selection Practices in New Zealand Organisations and Recruitment Firms." New Zealand Journal of Psychology 31(1): 8-18.
21/07/2010 10PERSONNEL PSYCHOLOGYNZ LTD
Reasons for Variation• Interviewers may be unaware of the research
• needs for power or autonomy may be frustrated by the
structured approach
• Interview may become a boring, monotonous exercise
• Applicants may be alienated by the formality of the process or may find the process frustrating
• Process may be at odds with the values and beliefs of the organisation
• There may be financial or time constraints
• Applicants perceive both the organisation and interview more positively when unstructured or semi-structured.
van der Zee, K. I., A. B. Bakker, et al. (2002). "Why are structured interviews so rarely used in personnel selection?" Journal of Applied Psychology. 87(1): 176-184.
21/07/2010 11PERSONNEL PSYCHOLOGYNZ LTD
CoachingFormal coaching and preparation for public service workers scheduled to attend a structured interview
- Improvement in interview performance- More favourable impression with interviewers
- Correlated with performance on the job
A de facto IQ test - candidates demonstrating ability to learn and apply the taught skills
Maurer, T. J., J. M. Solamon, et al. (2001). "Interviewee Coaching, Preparation Strategies, and Response Strategies in Relation to Performance in Situational Employment Interviews: An extension of
Maurer, Solamon, and Troxtel (1998)." Journal of Applied Psychology86(4): 709-717.
Maurer, T. J. and J. M. Solamon (2006). "The Science And Practice Of A Structured Employment Interview Coaching Program." Personnel Psychology 59(2): 433-456.
21/07/2010 12PERSONNEL PSYCHOLOGYNZ LTD
Impression Management
Assertive tactics - ingratiation, self-promotion
Defensive tactics - excuses, justifications, apologies
Applicants search environment for cues and tailor their self
presentation to the situation, e.g. cues inherent in the type
of question being asked
Experience based questions can evoke self promotion tactics such as claiming responsibility for successes or
enhancing responsibilities
Situational questions may lead to ingratiation by supplying answers likely to appeal to the interviewer Ellis, A. P. J., B. J. West, et al. (2002). "The Use of Impression Management Tactics in Structured Interviews: A Function of Question
Type?" Journal of Applied Psychology 87(6): 1200-1208.
21/07/2010 13PERSONNEL PSYCHOLOGYNZ LTD
The ‘Russia House’ Dilemma
“Okay? We show Bluebird the shopping list and he turns out to be their asset not ours. Have I considered that
possibility? Ned, day and night I have considered little else. If Bluebird is, if the girl is, if Barley is, if all or any of
the players is less than strictly kosher, the shopping list will shine a very bright light up the anal orifice of the
United States of America.
…It will show the Sovs what we don’t know and how we don’t know it …
Cleverly analysed, the shopping list can show them the gaps in our intelligence gathering machinery”
John Le Carre, ‘The Russia House’
21/07/2010 14PERSONNEL PSYCHOLOGYNZ LTD
Weapon of Choice
“A clever psychopath can present such a well-
rounded picture of a perfect job candidate that
even seasoned interviewers" Hare, R., D (1993). Without Conscience: The Disturbing World of the Psychopaths Among Us. New York, The Guilford Press.
“Questions are a short course for the subject on
how to lie to us”
“We cannot trust information we have to solicit”Avinoam Sapir (1988) Laboratory for Scientific Interrogation. Personal Communication.
21/07/2010 15PERSONNEL PSYCHOLOGYNZ LTD
Johari Window
UNKNOWN
BLIND
SPOT
FACADE
PUBLIC
ARENA
OTHERS
SELF
Things othersKNOW
about us
Things others DO NOT KNOW
about us
Things we KNOW
about ourselves
Things we DO NOT KNOW
about ourselves
21/07/2010 16PERSONNEL PSYCHOLOGYNZ LTD
Interview Implications
Will discuss
openly
Will not discuss
because they
are unaware
e.g. gender
bias
Will not discuss
because they do
not want you to
know e.g.
procrastination
Will not discuss
because they
are unaware
e.g. self
sabotage
21/07/2010 17PERSONNEL PSYCHOLOGYNZ LTD
Values and AttitudesUnstructured interviewing was more effective than structured interviewing in identifying counterproductive
work behaviours.
Allowing freedom to explore aspects of the interviewee’s
experience and attitudes produced more valid assessments of personality traits and produced more
information with fewer personality related questions than
did interviews which were highly structured.
The degree of structure rather than the type of questions
was the differentiating factor.
Blackman, M. C. and D. C. Funder (2002). "Effective Interview Practices for Accurately Assessing Counterproductive Traits." International Journal of Selection and Assessment 10(1&2): 109-116.
21/07/2010 18PERSONNEL PSYCHOLOGYNZ LTD
What is Being Measured?
Conventionally structured interviews (focusing on
credentials and achievements, descriptions of experience
and self evaluative information such as likes, dislikes, strengths and weaknesses) were assessing social skills
and temperament.
Behaviour structured interviews, (focusing on technical
knowledge and behaviour description) were assessing general mental ability and work knowledge.
Moscoso, S. (2000). "Selection Interview: A Review of Validity Evidence,
Adverse Impact and Applicant Reactions." International Journal of Selection and Assessment 8(4): 237-247.
21/07/2010 19PERSONNEL PSYCHOLOGYNZ LTD
Counterintuitive Hypothesis
Is increased validity of structured interview due to higher
reliability?
How many unstructured interviews equate to validity of one
structured interview?
“Perhaps the best interpretation of the mixed results in this study as that they indicate that there is evidence that is
countertheoretical to the prevailing beliefs about the structured interview and that additional research should be
conducted to understand this issue more fully.” (Bugger!)
Schmidt, F.L., & Zimmerman, R.D. (2004). A Counterintuitive Hypothesis About Employment Interview Validity and Some Supporting Evidence. Journal of Applied Psychology, 89(3), 553-561
21/07/2010 20PERSONNEL PSYCHOLOGYNZ LTD
Six Pieces of Paper
RELIABILITY Police officers need to be supportive, dependable and to make themselves available to other police officers. Please describe a situation where you had to keep going without quitting. What was the situation and the demands put upon you? What exactly did you do? What did you do to keep yourself going? How did you support others? What was the result?
“These initial results show that the six-page competency-based application form designed for police officer recruitment obtains quite similar results to other more expensive, labour-intensive selection processes.”
Lamsdale, C., R. Wood, et al. (1999). "An Alternative to an Assessment Centre on Six Pieces of Paper?" International Journal of Selection and Assessment 7(3): 170-176.
21/07/2010 21PERSONNEL PSYCHOLOGYNZ LTD
Structured Interview Problems
• Job analysis seldom evidence based and
seldom mention environmental factors
• Narrow scope of inquiry – may miss key
behaviours
• Trying to quantify a subjective judgement
• Unnatural and artificial
• Everyone is different
• Stressful (unethical?)
21/07/2010 22PERSONNEL PSYCHOLOGYNZ LTD
Does the Past Predict The Future?
• Theory states that past behaviour is the best
predictor of future behaviour
• But - we seldom have access to past behaviour
• We only have access to current behaviour
• Body language is unreliable
• Only verbal behaviour is reliable
21/07/2010 23PERSONNEL PSYCHOLOGYNZ LTD
Described
versus
DemonstratedBehaviour
• Described behaviour - what they talk about
• Demonstrated behaviour - how they talk about
it
• Demonstrated behaviour is the most reliable
indicator
21/07/2010 24PERSONNEL PSYCHOLOGYNZ LTD
What Is Demonstrated?
David, can you please give us an example of a situation
where you had to deal with an angry customer, explain what you did and what outcome resulted.
That’s easy. When I was working as a salesperson at Gifts-For-All a customer came in with this ridiculous complaint. I
mean it is amazing what some people expect. Anyway, I calmed her down and apologised for what had happened. I
told her it was a manufacturing error, it wasn’t really but that
always sounds good. I replaced her purchase and gave her a discount voucher and she was really happy. I thought it
was a good outcome and my boss said I had shown excellent customer service skills.
21/07/2010 25PERSONNEL PSYCHOLOGYNZ LTD
Structure is Essential
• Unstructured interviewing is NOT the solution
• Elicits irrelevant information
• Relies on ‘gut feel’
• Decisions difficult to justify – “his eyes were too
close together”
• The question is not ‘structured’ versus
‘unstructured’ but what kind of structure
21/07/2010 26PERSONNEL PSYCHOLOGYNZ LTD
Purpose of an Assessment
1. To enable us to predict how a candidate is most likely to behave on the job
2. To use our prediction to guide the selection decision
21/07/2010 27PERSONNEL PSYCHOLOGYNZ LTD
Objective of an Interview
The primary objective of the interview is to obtain
sufficient valid, unbiased behavioural data to
enable an accurate prediction of how the person
will behave in the workplace.
21/07/2010 28PERSONNEL PSYCHOLOGYNZ LTD
“She Interviewed Well….”
• We are not interested in how they ‘perform’ in the interview
• We are not looking for anything - we are looking to see what is there
• Must leave a legally robust ‘audit trail’ showing: – what information was obtained, – how it was analysed and – how it related to potential on-the-job
behaviour
21/07/2010 29PERSONNEL PSYCHOLOGYNZ LTD
Natural Skills
As a generalisation, most people are natural
interviewers
How would your partner / relative go as a central
city bus driver?
What questions would you ask at a party to see if
someone would fit into your work environment?
21/07/2010 30PERSONNEL PSYCHOLOGYNZ LTD
We Predict By Matching…
How the person
normally behaves
With the known
requirements of the role
21/07/2010 31PERSONNEL PSYCHOLOGYNZ LTD
The Key Elements
JobKnowledge
SkillsAttitudes
Candidate
Knowledge
Skills
Attitudes
Predictedon-the-job
performance
21/07/2010 32PERSONNEL PSYCHOLOGYNZ LTD
KSA’s(Bloom’s Taxonomy)
Knowledge (Cognitive) – the what
Skills (Psychomotor) – the how
Attitude (Affective) – the will
For every inch training technology gains, selection technology loses a mile - don’t waste time assessing things you can train
21/07/2010 33PERSONNEL PSYCHOLOGYNZ LTD
‘Natural Selection’
Humans have a natural
tendency to select OUT
rather than select IN
We really want the candidate
to be good but when all the
lights go red it’s all over
21/07/2010 34PERSONNEL PSYCHOLOGYNZ LTD
‘Incompetency’ Profile
The norm is to use a competency profile - what
we looking for. These are often generic and not
based on empirical evidence – people have
usually ‘discussed’ them into existence
Ideally, the competency profile should include an
‘Incompetency’ profile – behaviours shown by
people who have failed in the role.
21/07/2010 35PERSONNEL PSYCHOLOGYNZ LTD
The ‘Pure’ Interview
We do not need to know what the job is in order to do the interview.
A good interview will produce two main pieces of information:
– what motivates and de-motivates the candidate
– what competencies they have
Armed with this information it should then be possible to predict how the candidate will behave in any given job
21/07/2010 36PERSONNEL PSYCHOLOGYNZ LTD
The Theoretical Basis
Ivan Petrovich Pavlov Burrhus Frederic Skinner
Classical/Respondent Operant/Instrumental
21/07/2010 37PERSONNEL PSYCHOLOGYNZ LTD
Reinforcing and Aversive Stimuli
We have two poles
Things we move
TOWARDS
Things we move
AWAY FROM
DETAIL?
PEOPLE?
CONFLICT?
STATUS?
21/07/2010 38PERSONNEL PSYCHOLOGYNZ LTD
Assessing Personality
We are unable to read other people’s minds.
All we can do is observe their behaviour.
Personality can therefore be viewed as the:
• Long term (stable)
• Probability (predictable)
• of Specific (definable)
• Behaviour (observable)
21/07/2010 39PERSONNEL PSYCHOLOGYNZ LTD
Assessing Personality
There are no absolutes in human behaviour. A
person may need the company of others most of
the time but still need time alone
To assess ‘personality’ we need to be able to
assign probabilities to the behaviours
We need to recognise that the interview is an
unnatural environment – the candidate has no
competition, they are being evaluated
21/07/2010 40PERSONNEL PSYCHOLOGYNZ LTD
Sampling Behaviour
• Sampling is a cornerstone of science
• To assess personality we need an unbiased sample of behaviours
• The sampling process is systematic not selective
• Secondary school, for example, is simply a starting point, it has no special significance
• Anything can be included – sports, part time jobs, research projects, trips
21/07/2010 41PERSONNEL PSYCHOLOGYNZ LTD
Interview Structure
POSITIVES NEGATIVES
NEGATIVES
NEGATIVES
POSITIVES
POSITIVES
SKILLS
SKILLS
SKILLS
21/07/2010 42PERSONNEL PSYCHOLOGYNZ LTD
Getting Started
Start with very broad, open questions:
‘Just to get the ball rolling, tell us a bit about
yourself.’
- Do they seek clarification?
- What do they talk about?
- How long do they spend on each topic?
- How organised or orderly are they?
- Are there any ‘weirdies’?
- How long are their replies - long / medium / short?
21/07/2010 43PERSONNEL PSYCHOLOGYNZ LTD
Interview Structure
Work through entire academic and work history:
• ‘Going back to the dim dark past, what were some of the ‘highs’ and ‘lows’ of your last couple of years at school?’
• ‘After school you worked at Grange Ltd. What was that like?’
• ‘What prompted you to move on?’
• ‘While you were with Pastrycooks International, what aspects gave you the most job satisfaction?’
21/07/2010 44PERSONNEL PSYCHOLOGYNZ LTD
Drawing Out The Values
What was it
like working
there?
‘Brilliant’ ...
‘Great’ ...
‘Good’ ...
‘Okay’ ...
‘Interesting’ ...
‘Awful’
‘Ummm’
21/07/2010 45PERSONNEL PSYCHOLOGYNZ LTD
Probe the Adjectives
Everyone speaks a different language
Never assume you know how they interpret words like ‘challenging’ or ‘awful’
‘When you say ‘awful’, what sort of things are you thinking of?’
21/07/2010 46PERSONNEL PSYCHOLOGYNZ LTD
Interpretable Information
• ‘Interpretable’ information reveals values and
attitudes
• The facts of the situation are irrelevant
• Consider the responses of two people who
attended the same Outward Bound course:
1. “Terrible, disorganised, lousy food”
2. “Amazing, I learned so much about myself”
21/07/2010 47PERSONNEL PSYCHOLOGYNZ LTD
Laddering
Laddering Up (Why? Why? Why?) What was that job like? “Great, I worked in a team”
As opposed to? “Working on my own”Which do you prefer? “Being part of a team”
Because? “I know I can get help if I need it”As opposed to? “Having to work things out for myself”
You prefer help because? “I struggle to make decisions”
Laddering Down (How? How? How?)You mentioned helping others. How do you do that?“I always seem to know when people need help”
Which you achieve by?“I guess I am always looking around to see what is going
on”
21/07/2010 48PERSONNEL PSYCHOLOGYNZ LTD
Fly on the Wall
Can you get a fly-on-the-wall picture of the candidate in the workplace?
How did you find that role?
Oh, great
Great in what way?
I was the youngest rep in the history of the company
And what did you love getting your teeth into?
Winning customers of the other reps, that was a real buzz
21/07/2010 49PERSONNEL PSYCHOLOGYNZ LTD
Fly (cringing) on the Wall
What about the frustrations, if something was going to get up Dave’s nose what would it be?
Some of the other reps
Go on?
Oh, they used to play these stupid tricks, in the end I just refused to talk to them
Anything else apart from that?
Some of the customers could be difficult, I think basically they were just plain thick
21/07/2010 50PERSONNEL PSYCHOLOGYNZ LTD
Never Sell Before Deciding
• Candidates are coached to try to get the interviewer talking to gain cues about how to respond.
• Give away nothing until the end of the interview.
• If they want to know more about the job, ask them to give you their best guess.
• “Just so we don’t double up, how about you tell us what you think the key points are and we can fill in the gaps.”
21/07/2010 51PERSONNEL PSYCHOLOGYNZ LTD
Notetaking
Write as close to word-for-word as possible
• Ensures accurate analysis
• Wards off subsequent challenges
• EEO fair
• Allows the candidate to relax
• Gives interviewer time to review
• Prevents interview ‘white-out’
21/07/2010 52PERSONNEL PSYCHOLOGYNZ LTD
Assessing Skills and Abilities
• Drill down into the detail
• Use ‘closed’ or directive questions
• Get very specific information
• Ask ‘dumb’ questions
• If inexperienced solicit ‘best guess’
21/07/2010 53PERSONNEL PSYCHOLOGYNZ LTD
The CV contains the Questions
Read carefully through the C.V. and note any
activities which are close to those you require.
Use those as the basis for skill and ability
questions.
“I see here you set up a chart of accounts. What
on earth is a chart of accounts, how do you set
those up?”
21/07/2010 54PERSONNEL PSYCHOLOGYNZ LTD
‘Unconscious’ Non-Answers
Sam, could you please elaborate on your role and your job with TAP Inc., specifically the organisational climate re-engineering project.
My role was as an internal consultant employed by TAP and the role extended straight across the organisation. I had responsibility for the non-government accounts. I worked with the training department itself.
The team was directly responsible for facilitating organisational change. We were involved at the invitation of other departments. The intention was that any unit undergoing change would call us in to help. In some cases the bosses said we had to be involved.
We tried to be involved as early as possible and worked in a facilitation role. The idea was for us to be involved as soon as people recognised they needed help. We identified the problem, the real problem, and suggested solutions and in some cases we were involved in the implementation.
21/07/2010 55PERSONNEL PSYCHOLOGYNZ LTD
What did Sam actually do?
Could you give us examples - what were you involved in the whole time? And what were some of the smaller activities? How was consistency achieved across the organisation?
Our aim was to achieve consistency across the organisation by restructure and climate change. It was reorganised into customergroups. We lost about 200 people across the whole company.
For the climate change we analysed the existing situation. We prepared an analysis plan, we read up on similar programmes, we looked at the language, we held focus groups and we carried out surveys. We used a number of different methods to gather the information we needed.
There were 6 of us working on the project. I was the team leader for the data management. We developed a picture of the existing climate and from here we looked at where we wanted to be.
21/07/2010 56PERSONNEL PSYCHOLOGYNZ LTD
‘Unconscious’ Non-Answers
Sam, could you please elaborate on your role and your job with TAP Inc., specifically the organisational climate re-engineering project.
My role was as an internal consultant employed by TAP and the roleextended straight across the organisation. I had responsibility for the non-government accounts. I worked with the training department itself.
The team was directly responsible for facilitating organisational change. We were involved at the invitation of other departments. The intention was that any unit undergoing change would call us in to help. In some cases the bosses said we had to be involved.
We tried to be involved as early as possible and worked in a facilitation role. The idea was for us to be involved as soon as people recognised they needed help. We identified the problem, the real problem, and suggested solutions and in some cases we were involved in the implementation.
21/07/2010 57PERSONNEL PSYCHOLOGYNZ LTD
What did Sam actually do?
Could you give us examples - what were you involved in the whole time? And what were some of the smaller activities? How was consistency achieved across the organisation?
Our aim was to achieve consistency across the organisation by restructure and climate change. It was reorganised into customergroups. We lost about 200 people across the whole company.
For the climate change we analysed the existing situation. Weprepared an analysis plan, we read up on similar programmes, welooked at the language, we held focus groups and we carried out surveys. We used a number of different methods to gather the information we needed.
There were 6 of us working on the project. I was the team leader for the data management. We developed a picture of the existing climate and from here we looked at where we wanted to be.
21/07/2010 58PERSONNEL PSYCHOLOGYNZ LTD
Analysing the Results
• Avoid making a decision straight after the
interview - allow time for the face to fade.
• Read the notes through at least three times.
• Write out or highlight all the positive and
negative comments.
• Sort the comments into natural groupings -
‘people’, ‘learning’, ‘status’, etc.
• Prepare a competency report and a prediction
of on-the-job behaviour.
21/07/2010 59PERSONNEL PSYCHOLOGYNZ LTD
Q-Sort Positives and Negatives
�
Being made prefect
Teachers giving me praise
Winning the 400m prize
Being the youngest customer service rep in history of company
Winning the top sales prize
Winning customers off the other reps
Working for an elite company
�
Not being listened to by pupils
Missing out on 1st XV selection
Practical jokes by childish sales reps
Not being invited to Board dinner
Manager trying to tell me how to do my job
Customers kept cancelling orders
Having to explain things several times to clients
21/07/2010 60PERSONNEL PSYCHOLOGYNZ LTD
Interpreting the Results
• Work on the obvious - don’t read in things that
are not there.
• Be hypercritical - if they can’t suppress negative
traits in a 40 minute interview they won’t stand a
chance on the job.
• Focus on the behaviours demonstrated in the
interview - sarcasm, criticism, talking about people, money, results, etc.
21/07/2010 61PERSONNEL PSYCHOLOGYNZ LTD
Reporting the Results
Always prepare a written prediction of how the
person will behave in the workplace, even if it is
just for yourself. Dig it out six months later and
see how close you were.
If you are assessing against competencies use the
data you have collected as the basis for the
assessment.
Have someone else review your analysis to ensure consistency
21/07/2010 62PERSONNEL PSYCHOLOGYNZ LTD
Competency Report
On five occasions referred to people as ‘half-wits’ and idiots. Made six comments about the trouble people had put him to
Not AchievedAwareness of Others
Gave in-depth answers, reads widely and has advanced knowledge
AchievedTechnical Knowledge
Referred to teams once in 60 minutes. Resented team activities at school and in first job
Not achievedTeambuilding
EvidenceAssessmentCompetency
21/07/2010 63PERSONNEL PSYCHOLOGYNZ LTD
Summary Report
Suitable for genuine, short term contract but not for permanent employment.
Recommend-ation
He will begin well and have some early wins but then start ‘falling out’ with managers and co-workers. Will resign and blame others for his problems
Predicted performance
Initially impressed as open and responsive with good knowledge. Successfully completed three major
projects. As interview progressed started criticising and blaming others. Highly judgemental and confrontational
General Summary
Repetitive, boring work, managers, people of high rank, education system, bureaucracy, being told what to do,
co-workers
Negatives
Attention and support from others, feeling valued, being listened to, pleasant working conditions, freedom to
make his own decisions, relaxed environment
Positives
21/07/2010 64PERSONNEL PSYCHOLOGYNZ LTD
Light Reading
Blackman MC, Funder DC. (2002). Effective Interview
Practices for Accurately Assessing Counterproductive Traits. International Journal of Selection and Assessment,
10, 109-116.
Campion MA, Palmer DK, Campion JE (1997) A Review of
Structure in the Selection Interview. Personnel Psychology,
50, 655-702
Thompson, D. W.: Managing People: Influencing
Behaviour. St Louis, Miss, 1978, C.V. Mosby. Pp 101-118
21/07/2010 65PERSONNEL PSYCHOLOGYNZ LTD
Finally – Getting to the Truth
21/07/2010 66PERSONNEL PSYCHOLOGYNZ LTD
About PPNZPersonnel Psychology NZ Ltd provides a comprehensive range of industrial and
organisational psychology services.
• Specialist training (e.g. ‘The Psychology of Management’, ‘Advanced Interview Skills’ and ‘Managing Organisational Change’)
• In-depth executive appointment screening
• Individual psychological assessment and counselling for executives
• Mentoring, coaching and supervision
• Organisational climate surveys and stress audits
• Psychometric test development ( e.g. Selector PA, Career Step, E Profiler)
• Safety management
The director, Keith McGregor, is an industrial psychologist based in Lower Hutt,
New Zealand. His background includes twelve years as an occupational
psychologist in the Royal New Zealand Air Force and twenty in private practice
working with a wide range of private and public sector organisations in New
Zealand and Australia.