The Persuasive Interview on achieving organizational goals

Introduction

It is the aim of management teams to achieve organizational goals; a factor that is highly dependent on the staff members working within the organizations. Nevertheless, this desire is not easily achievable considering the prevailing conditions in the Human resources environment. In the 21st century, has seen a significant change due to the introduction of both globalization and outsourcing. Currently, the process of finding personnel with specific job requirement attributes is more intricate than before because of the widened pool of sourcing workforce. This circumstance leads to the phenomenon of ‘performance interview’. As stated by Rabon and Chapman (2016), a performance interview is the initial phase of a performance appraisal procedure that involves an employee and employer or manager who discuss detailed aspects of the employee’s performance. Additionally, it is a process that improves the procedure of endorsing particular staff members who are best fit for a specific position in an organization (Rabon, 2007). Currently, various multinational corporations such as Apple Inc. have been identified to be avid supports of the Performance interviews process (Effron, Gandossy, & Goldsmith, 2013).  Hence it can be argued that Performance interviews are the finest means to define the abilities that are required for a specific position considering that the process evaluates the behavioral capability of an individual based on the past performance and experience. Nevertheless, considering the novelty of the process there are factors that are yet to be discussed, for instance the limitations of using the process in recruiting the best possible staff members, a factor that requires a substantial study.

Discussion

   History of Performance Interviews

The interviewing process has been a significant part of Human Resources for decades as it offers an organization the best possible candidate for a job vacancy. Nevertheless, as indicated by Rabon and Chapman (2016), the typical interview process is based on highlighting the academic qualification or abilities on the basis of a professional profile. The interviewer is obligated to assess the abilities of a candidate and needs of the position requiredon paper under normal circumstances. The limitation of this form of interview is based on the fact that the candidate performing the task in practicality accessed consequently it is not clear if high performance is guaranteed. This then gave rise to performance interviews.  Performance interviews are practical and dependent on performance whereby both the candidate and manager agree, on qualifications but ability.

    Significance of Performance Interviews

From the information presented, it is evident that performance interviews address a principal weakness experienced in the traditional interview. However, more benefits than drawbacks have been documented which is why various corporate entities favor performance interviews in their reqruitment process

Realization as well as reconciliation of organizational goals. The Process of performance interviews allows both parties to understand and reconcile organizational goals alongside the expected results. The traditional interview is known to have a disconnection between a candidate’s qualifications and organization’s goals (Rabon and Chapman (2016). There was little evidence to indicate that the candidate’s abilities matched the organization’s goals. In most cases, the proficiency of a candidate would only be known after employment, a factor that played against managers. Undoubtedly, this weakness has been dealt with by performance interviews. As indicated by Kossek and Block (2015), managers can reconcile their wishes to the practical abilities that they witness in each candidate, whichguarantees the selection of the best candidate.

  Evaluate employee performance, providing a satisfying experience. The process of performance interviews indicates that the primary cause of concern is linking the needs or the requirements of the job to an individual’s ability. Managers are often on the hunt for staff members whose proficiencies matches the prescribed prerequisite. Performance interviews allow the candidate the chance to show what he or she brings to the organization, thus allowing an unbiased evaluation. Additionally, the interviews practicality offers the managers the chance to recruit the best possible candidate judging from satisfaction experience.

Help in negotiating the experienced stress as work ethical issues faced by employees.

Managers are advised to make sure job satisfaction ratings remain high, to achieve the best out of their staff members. Essentially, they are directed to highlight and solve work-related stresses swiftly to achieve the objective. With the way performance interviews are structured, candidate and managers have a chance to analyze and understand the anticipated stressors during employment. Therefore solutions can be provided and applied in the quickest and most effective means possible, whichguarantyees high performance.

Ethical issues in regards to conducting interviews

Interviews are known to be stressful especially on the part of the interviewee. For instance, ethicals are known to be violated, which causes them considerable stress. The structure of a performance interview is set in a manner that allows  ethical virtues that reduce biases or pressure.

How ethical issues fit in conducting interviews

It is common for interviewers to ask about expected work-related stress. However, such questions are anticipatory and not actual. Nevertheless, some stressors are not identified during the interview and they may be a hindrance to performance. The use of performance interviews offers ethic means to highlight stressors and solve them from practicality as opposed to perception.

 

Pros and Cons of performance interview

 On the plus side, the performance interview structure aids in solving ethical issues that are prevalent in traditional interviews such as biasedness. The candidate is offered a chance to show proficiency through practicality rather than only academic qualifications. Literally, the best performing candidate is employed. Additionally,  the performance interview’s structure allows all the parties in an organization to reconcile the obligations and abilities of preferred candidates. Managers gain from this as they need not drum up the same issues over long periods considering the employees know what is expected of them. Lastly,     the structure of the performance interview is placed in a manner that both the employee and employers make their decisions in place of performance.

One of the disadvsntages of the performance interview is that it is known to instigate intimidation towards candidates. Consequently, this may not be the best possible way to find the best candidate if not properly done.

Where it is applicable

From the information provided about this form of interview, there are situations in which the practice is best placed to find the best possible candidate (Rabon, 2007). In instances that require technical know-how performance interviews may not be convenient as it may find the candidate unprepared. However, in cases that need administration or quick solutions, they offer the best way to find a suitable candidate.

Lessons learnt

Issues such as poor communication between parties in an interview and a lack of accurate performance ratios have been identified as weaknesses in the traditional mode of conducting interviews. Performance Interviews are structured in a manner that eliminates the aforementioned issues. The process offers the best means to identify the best possible performance deficiencies, work-related stress, as well as ethical solutions. However, it is not applicable in all cases without a number of redundancies, for instance in the engineering field that needs substantial technical know-how.

Conclusion

Over the last few years, the interviewing process has been under analysis. The reason for this that globalization and human resources factors have been used as competitive advantage strategies. In the process, a number of multinational corporations such as Apple Inc. have reverted to the performance interview philosophy a factor that guarantees that the company attracts and acquires the best the candidates for a job vacancy. The process is considered the best means to define the abilities that are required for a specific position considering the fact that the process evaluates the behavioral capability of an individual based on their past performance and experience. The advantages of using performance interviews include its ability to solve ethical issues regarding work tolerance, reinforce organizational norms as well as promote performance and development of both the employee and the employer. However, the process is not applicable to all processes, as it may not find the best possible employee in some fields like engineering that involves significant technical know-how.

 

References

Effron, M., Gandossy, R. P., & Goldsmith, M. (2013). Human resources in the 21st century. Hoboken, N.J: J. Wiley & Sons.

Kossek, E. E., & Block, R. N. (2015). Managing human resources in the 21st century: From core concepts to strategic choice. Cincinnati, Ohio: South-Western College Publ.

Rabon, D., & Chapman, T. (2016). Persuasive interviewing: A forensic case analysis. Durham, North Carolina: Carolina Academic Press.

Rabon, D. (2007). Persuasive interviewing student workbook. Durham: Carolina Academic.