Employers can use different types of interview methods, including structured, situational, and behavioral, to hire the best candidate. Even though all the three interview methods are aimed at employing a suitable candidate, they are based on different approaches. A structured interview is often formal and highly organized while at the same time, it involves a panel of interviewers. The structured interview starts with developing a rapport with a job applicant before asking specific questions about the suitability of a candidate. Situational interview, on the other hand, focuses on the future, as it tests the ability of a candidate to handle job-related situations in the future ( Greg & Kenneth, 2014) . Specifically, the situational interview is aimed at determining the ability of a job applicant to solve various problems, as well as his or her intelligence, knowledge, and expertise. Unlike a situational interview, the behavioral interview is based on past performance and behaviors. The interview method is based on the notion that previous experience determines future behaviors.
The situational interview would be more beneficial when interviewing job applicants because it provides reliable information on how a candidate is likely to handle a situation in the future. The best employee should be able to solve various problems that emerge in the workplace. Thus, the situational interview is the best because it tests the ability of job applicant to solve different problems ( Greg & Kenneth, 2014) . Besides, the same interview method can be used to tests a job applicant's level of expertise, as well as knowledge and experience.
Delegate your assignment to our experts and they will do the rest.
Even though the manager is expected to make the final decision in the selection of the candidate, he or she should include other, especially human resource (HR) personnel in the organization. The manager should team up with the HR person to determine the suitability of a potential candidate before making the final decision ( Bolander & Sandberg, 2013) . A unilateral decision by a manager may lead to a selection of the wrong job applicant.
References
Bolander, P., & Sandberg, J. (2013). How employee selection decisions are made in practice. Organization Studies , 34 (3), 285-311.
Greg, L., & Kenneth, G. (2014). Human resource management: Linking strategy to practice . New York: Wiley.
