Commonly used selection tools include ability tests, knowledge tests, personality tests, and background checks, along with the systematic compilation of biographical data. It should be emphasized that these as well as all personnel selection measures should be authenticated for content, construct, and criterion (Wright & Domagalski, 2010)
Even though it is normally recognized that first impressions are significant, planning for and managing such impressions are not a common practice. First impressions can affect not only the choice to accept a job but ongoing job satisfaction and the choice to stay with or leave an employer (Yamamura, Birk & Cossitt, 2010)
If the position looks like a good fit, the interviewee wants to sell themselves and acquire a job offer. For interviewers to attain their own goals, they need to keep both parties' goals in mind when carrying out the interview (Howard & Johnson, 2010)
Employment laws forbid discrimination on the basis of race, ethnic group, nationality, religion, sex, disability and age. Most interviews are smart enough to stay away from direct questions regarding these factors while in a formal interview situation, but regularly, interviews may include meetings outside of the office, where in the course of informal conversation, they might unintentionally ask prohibited questions (Schueler, 2006)
Other research shows that effective onboarding programs can advance worker retention by twenty-five percent. This can diminish the cost of turnover, which ranges from fifty percent of the yearly salary of entry-level employees to four hundred percent for specialized, high-level workers (Lavigna, 2009)
). Predominantly, interviews are used to figure out if a candidate will be a high quality worker and a good fit with the company (Howard & Johnson, 2010)