1. MA Sports Management Philip Barnes
Managing People in Sport
Human Resource Management, Recruitment and the Interview Schedule
“The nearest to perfection that most people come is when filling out an employment
application.”
Anon
Despite the lack of credentials regarding this opening statement, it provides a
suffice insight into the effort put in, and subsequent high quality of, employment
application forms. Applicants may even manipulate the truth to gain an advantage
over others (Cunningham 1989; Lawson 2004; Wood, Schmidtke & Decker 2007)
thus the recruitment process progressively becomes more perceptive and thorough to
ensure the right person is chosen for the role. Prospective employers are primarily
interested in whether or not the applicant can ‘apply the knowledge and skills they
have acquired to the job for which they are applying (Jackson & Geckeis 2003, p.11).’
The job description, outlining duties and responsibilities, and person specification,
defining required skills and qualifications, serve as the initial communication between
an organisation and potential employees (Simpson 2001; Taylor, Doherty & McGraw
2008). Deciding to apply for the post, successful candidates are usually invited for an
interview.
To form the opening basis of a hypothetical recruitment and selection process,
I will prepare a bespoke interview schedule using the role specification of a Duty
Manager for the Lawn Tennis Association (LTA) as my example (Appendix 1).
Interviews are justifiably the most popular technique used in the latter stages of
recruitment (Simpson 2001, Hunt 2007) as they provide a versatile vehicle for
information exchange, screening and selection (Roberts 1997). On the contrary, the
author warns that they can also be highly ineffective if not used correctly. By simply
inserting a hyphen, the definition inter-view becomes self-explanatory highlighting
the desired parallel information exchange process between the interviewer and the
interviewee (Breaugh & Starke 2000; Holstein & Gubrium 2004; Bunting 2005);
Simpson (2001, p.71) highlights the crucial importance of this, suggesting ‘attitudes
of many recruiters fail to recognise that the process is two way.’ Poor interview skills
meanwhile are a major reason why applicants are unsuccessful in their quest for
employment in the sports sector (Halstead et al. 2004). Again, these may exist on the
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2. MA Sports Management Philip Barnes
other side, where successful bidirectional dialogue may be restrained due to the
interviewer lacking the skills, training, experience and preparation required (Roberts
1997). Preparation for an interview involves thorough research of the role
specification and responsibilities, the applicant’s curriculum vitae (Appendix 2),
application form and a profoundly relevant interview schedule. Its overall aim is to
find the best candidate for the role by comparing their skills and experiences to the
jobs responsibilities and duties (See Figure 1).
Figure 1 – Interview Model (Sanghi 2003, p.89)
An effective interview should follow Argyle’s (1972) sequential four staged
WASP technique; welcoming the participant, acquiring information about them,
supplying information about the role to them before finally parting satisfactorily. The
majority of people are nervous to a degree entering an interview (Powell 2006; Arthur
2006; Jay 2008), therefore it is beneficial to gain a rapport with the candidate to help
encourage a more fluent voluble engagement (Roberts 1997; Pont & Pont 1998;
Sanghi 2003; Bunting 2005). However, it is vital to bear in mind Simpson’s (2001,
p.92) suggestion that it is a common mistake for interviewers to make their decision
‘in the first three minutes of an interview, based on first impressions.’ Non-verbal
communication can highly demonstrate an individual’s ability to communicate with
others through a firm handshake, confident posture and a nice smile. In addition to
the universal dialect of body language, one can also judge a candidate’s suitability for
a role through their professional appearance; clothes have throughout history served
as one of the initial forms of communication, whilst in the workplace ambitious
people should dress for success (Krannich 1982; Argyle 1988; Pigford 2000; Kennedy
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3. MA Sports Management Philip Barnes
2007). For this reason, the introductory section of the interview schedule template
(Appendix 3) includes a brief scale for perceived professional appearance.
This schedule aims to help create an effective structured interview which will
help avoid bias as it asks each interviewee ‘the same questions, allowing direct
comparison of the manner and context of the answers (Simpson 2001, p.92).’
Planning a structured interview can be time consuming according to Cooper &
Robertson (1995), however, a well prepared structured interview will greatly improve
an organisation’s chances of making the best selection (Maurer & Fay 1988). This
interview schedule is predominantly behavioural where the candidate is asked about
previous experiences to demonstrate a key skill or attribute that they employed.
According to Roberts (1997, p.187), this technique ‘works on the premise that the best
indicator of future behaviour is past behaviour.’ Taylor & O’Driscoll (1995)
developed a behavioural interview guide (Appendix 4) which heavily influenced my
schedule for the LTA. Extracting key competencies from the job specification helped
me design several sections of questions to understand potential candidates’ ability and
experience with each; key skills of the desirable duty manager included teamwork,
decision making, leadership and conflict management.
Poor questioning technique can be detrimental to the interview as the
candidate may get unsettled which may inhibit information exchange (Swift &
Robertson 2000). It is important therefore to ask open questions that encourage the
interviewee to reflect upon and evaluate their previous experiences. Open
questioning helps persuade greater discourse and self reflection, giving candidates
‘the latitude to answer as they deem appropriate (Hochel & Wilson 2007, p.60).’ On
the contrary, this form of questioning can occasionally yield a weak answer, therefore
it is recommended to have probing questions prepared to help encourage further
information if needed (Armstrong 2006). According to Simpson (2001), weak
answers to open questions may aim to divert the interviewer from exploring an area of
weakness therefore additional probing questions may help highlight areas originally
left indistinct. To help with further selection and interview analysis, note taking space
has been incorporated in the interview schedule template, to help briefly record key
moments within an interview (Roberts 1997; Swift & Robertson 2000; Bunting 2005).
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4. MA Sports Management Philip Barnes
In conclusion, a well prepared interview will help maximize the chances of
success in finding the most suitable person for the role required. Questions should be
designed after an in-depth job analysis, whilst all candidates should be asked the same
questions to help avoid bias in the selection procedure. An effective interview
schedule must be implemented with an acute form of guile, enthusiasm and
professionalism. Swift & Robertson (2000) portray a proficient interview structure
(Appendix 5) which will prove extremely helpful when putting this schedule into
practice. The process of recruitment has a significant impact on the successful
candidate’s performance according to Rosseau & Wade-Benzoni (2006) who identify
a correlation between the employment process and levels of motivation, innovation
and customer service.
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5. MA Sports Management Philip Barnes
Bibliography
Argyle, M. 1972. The Social Psychology of Work. New York: Taplinger.
Argyle, M. 1988. Bodily Communication. London: Routledge.
Armstrong, M. 2006. A Handbook of Human Resource Management Practice.
London: Kogan Page.
Arthur, D. 2006. Recruiting, Interviewing, Selecting and Orienting New Employees.
Boston: Amacom.
Breaugh, J.A., Starke, M. Research on Employee Recruitment: So Many Studies, So
Many Remaining Questions. Journal of Management, 26(3):405-434, 2000
Bunting, S. 2005. The Interviewers Handbook: Successful Interviewing Techniques
for the Workplace. London: Kogan Page.
Cooper, D., Robertson, I. 1995. The Psychology of Personnel Selection. London:
Routledge.
Cunningham, M.R. Test-taking Motivations and Outcomes on a Standardized
Measure of on-the-job Integrity. Journal of Business and Psychology, 4(1):119-127,
September 1989
Halstead, J., Littleford., D., Mulraine, C. 2004. Career Skills: Opening Doors into the
Job Market. Basingstoke: Palgrave Macmillan.
Hochel, S., Wilson, C.E. 2007. Hiring Right. New York: John Wiley & Sons.
Holstein, J.A., Gubrium, J.F. 2004. The Active Interview. In Silverman, D.
Qualitative Research: Theory, Method and Practice. London: SAGE, p.140-162
Hunt, S.T. 2007. Hiring Success. New York: John Wiley & Sons.
Jackson, A.L., Geckeis, K.C. 2003. How to Prepare Your Curriculum Vitae. London:
McGraw-Hill International.
Jay, R. 2008. Brilliant Interview. London: Pearson.
Kennedy, J.L. 2007. Job Interviews for Dummies. Indianapolis: For Dummies.
Krannich, C.R. 1982. Interview for Success. Manassas: Impact Publications.
Lawson, R.A. Is Classroom Cheating Related to Business Students' Propensity to
Cheat in the "Real World"? Journal of Business Ethics, 49(2):189-199, October 2004
Maurer, S.D., Fay, C. Effect of Situational Interviews, Conventional Structured
Interviews, and Training on Interview Rating Agreement: An Experimental Analysis.
Personnel Psychology, 41(2):329-344, 1988
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6. MA Sports Management Philip Barnes
Pigford, L. 2000. The Successful Interview & Beyond. London: Cengage Learning.
Pont, T., Pont, G. 1998. Interviewing Skills for Managers. London: Piatkus Books.
Powell, G.N. Applicant Reactions to the Initial Employment Interview: Exploring
Theoretical and Methodological Issues. Personnel Psychology, 44(1):67-83,
December 2006
Roberts, G. 1997. Recruitment and Selection. London: Chartered Institute of
Personnel and Development.
Rosseau, D.M., Wade-Benzoni, K.A. Linking Strategy and Human Resource
Practices: How Employee and Customer Contracts are Created. Human Resource
Management, 33(3):463-489, November 2006
Sanghi, S. 2003. The Handbook of Competency Mapping. London: SAGE.
Simpson, S. 2001. Recruitment & Selection. In Leopold, J et al. Human Resources in
Organisations: An Integrated Approach. London: Pearson Education, p.52-108
Swift, T., Robertson, I.T. 2000. Effective Interviewing Skills. Oxford: Blackwell
Publishing.
Taylor, P.J., O’Driscoll, M.P. 1995. Structured Employment Interviewing. Surrey:
Gower Publishing.
Taylor, T., Doherty, A., McGraw, P. 2008. Managing People in Sport Organisations.
Oxford: Butterworth-Heinemann.
Wood, J.L., Schmidtke, J.M., Decker, D.L. Lying on Job Applications: The Effects of
Job Relevance, Commission, and Human Resource Management Experience. Journal
of Business and Psychology, 22(1):1-9, September 2007
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7. MA Sports Management Philip Barnes
Appendix 1
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9. MA Sports Management Philip Barnes
Appendix 2
PERSONAL DETAILS
Name: Paul Borelan
D.O.B: 28 – 08 -1986
Telephone: 07826841199
Email: pborelan@uclan.ac.uk
Driving License: Full
HOME ADDRESS
34 Kintyre
Antrim
Co. Antrim
Northern Ireland
BT41 2AN
PERSONAL PROFILE
I view myself as being a hard-working, dedicated and enthusiastic young
professional with a keen interest in sport. I am currently studying for a Master of
Arts in Sport Management and I have recently developed an interest within the
marketing side of the course, an area which was otherwise relatively obscure to me.
I also aim to research and do a dissertation on ‘The Marketing of North American
Sports within the UK’. Throughout my previous degree in Sport Studies and from
this year, I have developed many key work-based skills through career modules, and
also many personal skills. These skills include communication, presentation, creative
and team-working skills.
EDUCATION
Sept 1998 – June 2005: St. Louis’ Grammar School, Ballymena
GCSE: English A
Maths A
P.E A
French B
Geography B
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10. MA Sports Management Philip Barnes
R.E B
D.A Science BB
Computing B
S.E.S B
A-Level: P.E B
Biology C
Computing E
Sept 2005 – June 2007: North Down & Ards Institute
- HND in Sport, Exercise and Fitness
Sept 2007 – June 2008: University of Central Lancashire, Preston
- Bachelor of Arts in Sport (Studies) with a Second Class Honours Degree
Sept 2008 – Present: University of Central Lancashire, Preston
- Currently working towards a Master of Arts in Sport Management
LEISURE AND INTERESTS
- I enjoy participating in a range of sports including Football, Tennis, Swimming
and Golf, although Football would be my main interest. I play football for
Wakehurst FC in the IFA Interim League when I am not at University and the
university team when I am living in Preston.
- I am also interested in travelling although I have not had the chance to do so
due to educational commitments. I travelled around South East Asia last
summer and aim to travel to other destinations after I am finished education.
WORK EXPERIENCE AND PREVIOUS EMPLOYMENT
Feb 2004 – Nov 2004 Alpha Retail, Belfast International Airport
Position: Sales Assistant P/T
Sept 2005 – Sept 2007 Nike Retail, Junction One
Position: Sales Assistant P/T
Sept 2006 – June 2007 St.Louis’ Grammar School, Ballymena
Position: Physical Education Teaching Assistant
May 2008 – July 2008 JJB Sports PLC, Antrim
Position: Sales Assistant F/T
REFEREES
Name: Ceara McCullough
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11. MA Sports Management Philip Barnes
Position: Assistant Manager
Company: Nike Retail
Junction One, Antrim
Email: cearam159@hotmail.com
Telephone: 02894 467757
Appendix 3
Interview Schedule
Duty Manager Programming
Candidate Name: ………………………………………………
Date of Interview: ….. / …... / ……….
Appearance: ….. / 10
Welcome Candidate and Explain the Interview Process
Aspiration and Goals
Could you please describe your ideal role?
What is your short and long term career aims?
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12. MA Sports Management Philip Barnes
Dealing with Conflict
Reflecting on a difficult situation in your past work experience,
how did you handle it and why?
How do you think you handled the situation? Put in the same
situation again, would you do anything
differently?
Leadership
If you could have changed one thing in your previous
organisation, what would it have been and why?
The Duty Manager of Programming is responsible for other
employees. How would you motivate your staff to perform at
their best?
Decision Making
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13. MA Sports Management Philip Barnes
Describe a time when you have had to quickly make a hard
decision recently. How did you make it, and looking back on it,
was it the right decision to make?
Delivering Results
Taking a time you had been assigned a
number of tasks, how did you prioritise in
your approach and was this met with success?
What was the greatest contribution you have made/helped make
towards your previous organisation’s success?
Teamwork
What would you say is your favoured atmosphere within a
team? How could you help create this?
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14. MA Sports Management Philip Barnes
What kind of character do you find it challenging to work with?
Role Awareness
What made you apply for this role?
What do you enjoy most about being a managerial position?
Skills and Qualities
What is the major strength you will bring to our organisation
and how will we benefit?
With regard to the concept of Continuous Professional
Development, what areas would you like to improve on in the
future?
Ending Questions and Comment
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15. MA Sports Management Philip Barnes
Thank Candidate and Explain the Future Selection Process
Appendix 4
Steps for Developing a Behavioural Description
Interview
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16. MA Sports Management Philip Barnes
Taylor & O'Driscoll 1995, p.20
Appendix 5
Selection Interview Structure
Swift & Robertson 2000, p.69
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