ABSTRACT
This chapter describes the various issues associated with sub-optimal forms of interviews, highlighting how traditional questions create opportunities for biases while potentially preventing interviewers from gathering job-related information to make effective hiring decisions. It explains how interviewers can design high-quality interviews based on decades of research conducted by industrial psychology or management scholars. The chapter describes how organizations can develop great interview questions using the behavioural approach. It explains two alternative forms of behavioural interviews: past-behavioural interviews and situational interviews. In order to create valid behavioural questions, interviewers have to go through an initial information gathering stage to learn more about the job. The chapter presents examples of past-behavioural questions to assess competencies that can be valuable for a variety of jobs. With past-behavioural questions, it is more likely that applicants will describe very different experiences, that can be more difficult to compare and less relevant for the job.
