Before the start of the interview, we must agree on the role of the jury and determine the purpose and scope of the interview. Questions, such as the number of applicants to call for the interview and the time it will take place during the evaluation process are also discussed.

The main documents that form the basis of the structured interview and ensure its validity are then examined. These are, among others, the job description, the profile of skills and merit criteria. These documents can help determine the requirements of the task and the necessary qualifications to successfully perform the work. Thus, interview questions that relate directly to job performance can be developed.

It is useful to develop booklets interview note-taking and evaluation of applicants. Interview a booklet to take notes for a description of qualifications assessed and questions related thereto. A booklet is an evaluation model to assess work-related qualifications of applicants. The same questions and criteria will be used for all and provide information and comparable results from one person to another, ensuring consistency of approach. Examples of interview booklet for note taking and book evaluation are provided. They can be modified to the specific needs of an appointment process of an organization.

The next task is to deal with administrative matters, including providing information to applicants before the interview, book the venue of the interviews, calling applicants to interview and provide for measures to adapt to for evaluation, if applicable. Before the interview proper, the jury sure to be well prepared, that is to say that it has received required training on effective interviewing and have reviewed all the relevant stages of the structured interview.

During the interview, the jury should have a standard introduction to all applicants, explaining the format of the structured interview, as well as the types of questions that they expect and noted that the jury should note the answers. Following an initial question, the jury may need to ask probing or follow-up. The panel ensures to obtain the information necessary to understand and assess the qualifications of applicants. The jury concluded the interview by thanking the person, setting out the next steps in the appointment process and giving the applicant or postulant an opportunity to ask questions.

After the interview, the judges assess the performance of applicants on the basis of qualifications for the job of the information provided in their responses to questions. The jury must reach consensus and assign one to each of the assessment skills evaluated. The interview results are then integrated with other information collected using other tools such as test or reference checks, to complete the evaluation of applicants, determining if they are qualified . The manager determines who is hiring the right person for the position. Act Employment Act (PSEA) provides applicants the opportunity to seek an informal discussion to discuss the reason they were not included.

Once the nomination process is complete, the effectiveness of the structured interview process should be evaluated, especially if it is expected to use it again for other appointments process. By identifying strengths and areas for improvement related to the content and the interview process will ensure that the structured interview continues to meet the requirements of the organization.

Structured interviews have more benefits than unstructured:

Increased objectivity and equal opportunity. By asking the same questions of applicants and assessing their responses according to criteria relevant to the post, they have an equal opportunity to demonstrate their skills and be evaluated fairly. In addition, the use of a jury rather than a single person can also increase the objectivity, since the final assessment is the subject of a consensus.

Accuracy and predictive power. Since the questions are related to skills relevant to employment, applicants’ responses will likely better predict job performance. Best validity legally defensible. When structured interviews are developed and administered in accordance with professional guidelines, it is more likely that they will be legally defensible. To date, the following three components have proven to be the most scrutinized by the courts when it uses an interview:
1. uniform application of the interview for all applicants;
2. the appropriateness of interview questions in relation to work;
3. the extent to which the interview process was designed to be objective.
Since they allow precision, consistency and rigor of procedure greater than the more informal processes, it is more likely that the information collected will meet the requirements of applicable legislation.