Series of Interviews Proposal

       According to Pilbeam and Corbridge (2006) an interview proposal is a useful overview which provides aspects of potential positive and negative factors that “inappropriate interview processes which reduce organizational effectiveness, invalidates rewards and development strategies, are frequently unfair on the individual recruit and can be distressing for managers who have to deal with unsuitable employees” (p.142).   The Iwamoto Crew Coe which is to follow the desires of the company and or promote positions within the company as well as from the outside.  The process of interviewing needs to be developed and crafted carefully for both cases to be successful in higher ink and it’s for each position needed (Casico & Aguinis, 2005).  For this reason, Iwamoto recommends using both a structured and traditional interview model to fill positions for all of their sales team members, their regional sales manager, and their VP of sales and marketing.  The recommendation was reached through review of the data provided regarding the expectations and needs of the company, the future goals, their available resources, and the job descriptions provided. 

            Interviews for employment are widely used as well as an influential assessment tool to be used during any hiring process (Casico & Aguninis, 2005).  According to Schultz and Schultz (2010) the structure of an interview is the most crucial of all of the factors which can impact the interviews effectiveness.  Structured interviews are well established at better being able to predict on the job performance than compared to unstructured interviews (Maurer, 2002).  Structured interviews are also able to obtain information that’s more accurate and reliable as well as less subject to bias and can be legally defended better (Maurer, 2002).  Using the structured interviews provides a better likelihood that the decisions made during the hiring process are based more on merit than anything else (Schultz & Schultz, 2010).

VP of Sales

            In order select an applicant to fill this position a series of structured interviews will be done beginning with a biographical interview which will focus on competencies of the applicant. Iwamoto will implement develop the situational and behavioral descriptive interviews in order to evaluate leadership and managerial abilities, large-scale strategic initiative planning as well as implementation, and a person’s motivation in order to lead departments that are the expanded into multiple markets nationally.  Each applicant will go through a panel interview as the final interview in the decision-making process.  The drawbacks as well as benefits from the panel interview during final decision-making is designed for higher-level positions such as the VP of Sales position (Maurer, 2002).

            Iwamoto will also recommend using structured interviews as they provide a high level of reliability, legal defensibility, validity, and take into consideration the responsibilities of the position being interviewed for (Maurer, 2002). Iwamoto encourages the company in using structured interviews particular a for vacancy positions as the benefits of selecting quality applicants for employment help to reduce legal challenges which outweighs the costs of doing the structured interview such as expertise and additional time (Cascio & Aguinis, 2005).  The interview can be structured in order to focus on an applicant’s past behavior, anticipated behavior in situations, or a combination of both (Cascio & Aguinis, 2005).  The interview should be structured around reflecting the competencies gained from job analysis, looking at the realistic responsibilities of the job, feature open ended questions that are clear and concise as well as free of jargon (Maurer, 2002).  For example a behavioral question could be something like “if you had an idea to change work procedures to enhance efficiency butcher workers were against it, the how would you precede?” the question would work well for it leadership positions being fair and merit is as it would assess how the applicant would deal in approach with difficult situations in a leadership position (Maurer, 2002).

Regional Sales Manager

            The job description given by Gilliland-Moore for regional sales manager provided information which Iwamoto used in order to base the recommendation of using a structured interview which will focus on knowledge and situational knowledge. Iwamoto understands the need for selecting an applicant of for this position and as such using a series of interviews starting with a biographical interview will help to confirm competencies of an applicant to approve the person for the position.  Using situational descriptive interviews can evaluate an individual’s conflict-solving experience, their motivation and as strength of character when it comes to enforcing the company’s vision and culture, the individuals team leadership characteristics in qualities, and scene of the individual is an online met with the company’s long-term strategies (Aguinis, 2009).  The situational interview will have techniques which focus on the applicant’s behaviors in specific situations (Casciso & Aguinis, 2005).  Through this technique hypothetical situations will be given based on real life situations in job-related occurrences or challenges that may come up asking the candid to handle the problem.  An example of a question used in this would be how the applicant it handles a team member refusing to provide documents that have been requested.  This question assesses the applicant’s approach as well as leadership qualities in order to resolve difficult situations that may come up (Maurer, 2002).

Sales Team

            Iwamoto recommends using a combination of unstructured and structured interviews with all applicants answering the same questions and being evaluated using the same criteria (Maurer, 2002).  Structured interviews contend lack the free flow of conversation which a scene and unstructured interviews so structured interviews can provide an increased level of reliability and validity when used in combination to unstructured interview (Cascio & Aguinis, 2005). Iwamoto also recommends that the sales team member positions have multiple abilities and non-traditional skills and thus a less rated processes interview be implemented with these applicants.  An example of a structured question could be something such as having the individual explain when they obtained a new customer for a job through networking activities.

References

Apollo Group, Inc. (2013). Gilliland-Moore Wines. Research Design and Methods.         Retrieved from PSYCH 705 and Iwamoto Crews Coe.

Aguinis, H. (2009). Performance management (2nd ed.). Upper Saddle River, NJ: Pearson

Cascio, W. F. & Aguinis, H. (2005). Applied psychology in human resource management (6th ed.). Upper Saddle River, NJ: Prentice Hall

Maurer, S. D. (2002). A practitioner-based analysis of interviewer job expertise and scale            format as contextual factors in situational interviews. Personnel Psychology,55(2), 307-327.

Pilbeam, S., & Corbridge, M. (2006). People resourcing: Contemporary HRM is practice           (3rd ed.). Essex – England: Printice Hall.

Schultz, D., & Schultz, S. E. (2010). Psychology and work today: An introduction to industrial and organizational psychology (10th ed.). Upper Saddle River, NJ: Prentice Hall.