Multimodal interview

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The Multimodal Interview (MMI) was designed by Heinz Schuler in 1992 as a reaction to the deficits of conventional selection interviews identified in interview research . The MMI is used in various industries, areas of activity and hierarchical levels. It is used to select employees and as a basis for personnel development .

The multimodal interview consists of an unchangeable sequence of eight conversation components. Five of these components serve to form a diagnostic judgment, whereby the answers and the behavior of the interviewee are evaluated. The other three are mainly used to give the interaction process a natural course of the conversation and to inform the candidate (procedure, job requirements, feedback).

Areas of application

The MMI is characterized by its wide range of possible uses, both in employee selection and in personnel development. Depending on the cost-benefit analysis, it is just as suitable for the selection and promotion of apprentices or trainees as it is for commercial / technical employees, management or executives.

Implementation of an MMI

preparation

In the run-up to the actual interviews, critical success events must be identified using a requirements analysis, relevant dimensions for assessing applicants must be created, situational questions collected and behavior-based rating scales constructed.

Conversation components of the MMI

The MMI consists of eight parts:

  1. Start of conversation (informal conversation, creating a pleasant and open atmosphere, clarifying the process; no assessment)
  2. Self-introduction of the applicant (small lecture on personal and professional background, current situation, expectations for the future; assessment according to requirement-related judgment dimensions)
  3. Free part of the conversation (linked to the two previous subject areas open questions; summary assessment)
  4. Career orientation & choice of organization (standardized questions on choice of career, career interests, choice of organization, application and, if necessary, specialist knowledge; assessment according to behavior-based grading scales)
  5. Biographical data (derived from the requirements analysis or from validated biographical questionnaires, always related to the position to be filled; assessment according to behavior-based rating scales)
  6. Realistic job information (balanced, needs-based information for the applicant about the job, the workplace and the company; no evaluation)
  7. Situational questions (assessment according to behavior-based rating scales)
  8. Conclusion of the interview (questions from the applicant, further procedure, making agreements if necessary)

evaluation

So that the interviewer does not form a premature global judgment during the conversation, every answer is evaluated after the conversation for most parts of the conversation. The evaluation of the answers afterwards gives values ​​related to the individual requirement dimensions as well as a global total value.

The total value can be compared with values ​​from various reference groups and thus more easily classified ( normalization ); it is usually the basis for a selection decision. In contrast, the dimension-related values ​​mostly serve as the basis for personnel development measures.

Evaluation of the MMI

Process quality

The structured structure and the standardized questions with evaluation instructions for the applicant's answers ensure a high level of objectivity and thus enable good reliability values . Thanks to its relatively short duration (~ 45 minutes; for personnel development purposes approx. 60-90 minutes), the MMI meets the economic and efficiency requirements of operational practice.

The multimodal approach (combination of constructive , simulation-oriented and biographical procedures as well as different degrees of structuring) and the segmented evaluation steps also enable a differentiated and comprehensive assessment of applicants. Schuler calls his instrument "a microcosm of multi-method aptitude diagnostics" (Schuler, 2001, p. 204). If the MMI is based on careful preparatory work ( requirements analysis ), it can also meet high requirements for content validity .

Statistical statements on the validity of the MMI

Due to the multimodality as well as the requirements analytical foundation and the clear structure, the multimodal interview achieves an exceptionally high prognostic validity .

acceptance

Despite the comprehensive structure and many standardized elements, the MMI is received more positively by applicants than other structured procedures. Due to the natural process and the ability to influence the conversation yourself (situation control), you will experience the MMI as a pleasant form of conversation with an informative character and as an aid to personal decision-making.

The explicit effort to ensure fairness between the interviewer and the applicant should also be emphasized: "The 'realistic job information' component of the conversation takes into account the insight that a presentation of activity and organization that does not withhold negative aspects is conducive to self-selection and later disappointments and prevents unwanted fluctuation (Wanous, 1992); moreover, it is a requirement of fairness towards applicants from whom veridical information is expected. " (Schuler, 2001, p. 204f)

Trademark law

The multimodal interview MMI is protected by international copyright and is a registered word / figurative mark of S & F Personalpsychologie Managementberatung GmbH from Stuttgart.

literature

  • H. Hufnagel: From Assessment Center to Multimodal Selection Process. Lexika, Würzburg 2001, ISBN 3896942786 .
  • H. Jung: Human Resources. 4th edition. Oldenbourg, Vienna 2001, ISBN 3486580485 .
  • H. Schuler: The recruitment interview. Hogrefe, Göttingen 2002, ISBN 3801708837 .
  • H. Schuler, A. Frintrup: How the recruitment interview becomes a superior selection method . In: Personnel Management. 5/2006, pp. 62-70.
  • H. Schuler, W. Stehle W: Biographical questionnaires as a method of personnel selection. 2nd Edition. Verlag für Angewandte Psychologie, Stuttgart 1990, ISBN 3878440049 .
  • H. Schuler, B. Marcus: Biography-oriented methods of personnel selection. In: H. Schuler (Ed.): Textbook of Personal Psychology. Hogrefe, Göttingen 2001, ISBN 3801709442 , pp. 176-208.
  • AB Weinert: Organizational Psychology. 4th edition. Beltz, Weinheim 2001, ISBN 3621273999 .
  • AB Weinert: Organizational and Personal Psychology. 5th edition. Beltz, Weinheim 2004, ISBN 3621274901 .

Individual evidence

  1. ↑ Procedure and evaluation of a multimodal interview MMI at www.multimodalesinterview.de